This research aims to explore the sophisticated connections among psychological entrepreneurship (PE), leadership support (LS), organization stewardship (OS), and succession planning (SP) within the unique context of social enterprise. Through an in-depth case study approach, this study seeks to unravel how the psychological attributes of entrepreneurs, coupled with supportive leadership, influence organization stewardship practices and SP strategies within social enterprise. By analyzing qualitative data, including interviews, observations, and organizational documents, this research aims to explain the mechanisms through which PE and LS contribute to effective OS and SP in social enterprise. The findings of this study will offer valuable insights for practitioners, policymakers, and stakeholders interested in enhancing organizational resilience, sustainability, and long-term impact in the field of social entrepreneurship. In addition, a recommendation to future researchers is that they should consider implementing a multiple-case study approach. By employing a multiple case study approach, researchers can gather information from various organizations. This approach enables researchers to obtain multiple insights into OS and SP. Researchers can then make comparisons based on the data collected from different cases. Implementing a multiple case study approach allows researchers to understand both the differences and similarities in organization stewardship and succession planning practices.
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