Inclusion and commitment as key pathways between leadership and nonprofit performance

Given the projected growth of workforce diversity in the United States and the fact that heterogeneous workforces result in both positive (increased retention and performance) and negative (increased conflict and turnover) organizational outcomes, nonprofit leaders are faced with the challenge of effectively managing their workforces. Findings ways to ensure positive workplace outcomes, such as employee commitment (an emotional attachment to the organization) and performance, is especially critical for the overall functioning of nonprofit organizations. Using longitudinal multilevel path analyses, this study examined whether transformational leadership influenced work group performance through both creating a climate for inclusion and increasing employee affective commitment in a diverse nonprofit health care organization. Results indicate that transformational leaders help increase perceptions of inclusion, which improves employee commitment to the organization, and ultimately enhances perceived work group performance. This suggests inclusion and affective commitment as key factors for how leaders can increase nonprofit performance.     

Why Trust Matters: How Confidence in Leaders Transforms What Adolescents Gain From Youth Programs

Youth's trust in program leaders is considered a key to the positive impact of youth programs. We sought to understand how trust influences youth's program experiences from their perspective. We interviewed 108 ethnically diverse youth (ages 12–19) participating in 13 arts, leadership, and technology programs. Analysis of these accounts suggested five ways in which youth's trust in leaders amplified program benefits. Trust increased youth's (1) confidence in leaders' guidance in program activities, (2) motivation in the program, (3) use of leaders for mentoring, (4) use of leaders as a model of a well‐functioning relationship, and (5) experience of program cohesiveness. Across benefits, trust allowed youth to draw on leaders' expertise, opened them to new experiences, and helped increase youth's agency.     

Change agents or defending the status quo? How senior leaders frame workplace gender equality

Senior leaders are usually understood to be ideally positioned to drive the organizational changes needed to promote workplace gender equality. Yet seniority also influences leaders' values and attitudes, and how they interpret evidence of inequalities, determine organizational priorities, and design and implement remedies. This article examines leaders' perceptions of workplace gender equality using system justification theory to explain survey data from Australia's public sector (n = 2292). Multivariate analysis indicates that male and female leaders more positively rate the gender equality climate in their agencies, compared with lower-level staff, and that male leaders show most propensity to defend the status quo. Findings call into question the effectiveness of change strategies that rely on leadership and buy-in of those whose privilege is embedded in existing arrangements, and problematize dominant organizational approaches casting senior leaders as effective change agents for gender equality. The article helps to explain gendered power dynamics, which produce and sustain organizational inequalities and make workplace equality so hard to achieve, and points to ways to strengthen practical approaches to promote equality in organizations.     

On the same page: The value of paid and volunteer leaders sharing mental models in churches

We examine the idea that mental models shared among paid and volunteer leaders are associated with improved financial performance in nonprofit organizations. Our empirical analysis of thirty‐seven churches yields evidence that organizations are more effective if paid and volunteer leaders have a shared task mental model—that is, if they report similar conceptualizations of organizational goals and decision‐making processes. These findings suggest that the extent of leaders' agreement on organizational goals and the processes of how decisions are made matter for organizational performance. We argue that it is as important to ensure that everyone is on the same page with regard to goals and how decisions are made as it is to have the “right” goals or right decision processes in place. Implications for practice and future research on shared mental models are discussed.     

Revisiting Agency and Stewardship Theories

Using principal–agent theories, this study examined differences in the perceptions of nonprofit chief executive officers (CEOs) and board chairs on key governance aspects, including board performance, leadership, satisfaction with diversity, and board meetings. Using data from the CEOs and board chairs of 474 nonprofit organizations, we found statistically significant differences in the governance perceptions of these leaders of nonprofit organizations. The findings provide support for an agency theory explanation about the differing interests of principals (board chairs) and agents (CEOs). The findings suggest that these two sets of nonprofit actors frequently operate from different perspectives, potentially affecting the governance of their organizations.     

Female leaders and board performance in member‐serving nonprofit organizations

Despite an active stream of “good governance” research, there is not yet much nonprofit scholarship examining how the gender composition of a board or its leadership relates to board performance. This article helps to fill this gap, focusing on the governance practices of US‐based nonprofits serving a domestic or international membership. A structural equation model finds that the presence of female leaders relates to the performance of nonprofit boards both directly and indirectly through these leaders' presumed influence on board characteristics and operation. This research advances the field by empirically testing a longstanding theory that board performance is both multidimensional and contingent on the market and labor environment, organizational capacity and other characteristics—in this case, gender dynamics. We find there are some positive relationships between female board leadership and clearly defined measures of board performance. These findings also suggest that a strategy to balance a board's gender may serve many nonprofits, but gender representation works in tandem with other board characteristics.     

Strategy,local sociology,political philosophy: Analysis of strategy of Non‐Governmental Organizations under radical intellectual leadership

The study discusses the relationship between NGO strategy (both toward government and community), contextual conditions, and the sociological and political‐philosophic background of the leaders of the organization. The empirical section focuses on a specific Israeli NGO (Bimkom) led by a radical‐intellectual leadership whose aim is to promote the interests of poor communities. The organization under research activated a dual complex strategy, one that both criticizes and negotiates with the government, at the same time advocating for and empowering communities. The study points to a clear linkage between that strategy and leaders' own background. In fact, the latter served as a source from which the leaders carved out guidelines, perceptions, policy tools, and abstract resources (which in turn also affected outcomes). On a basis of these findings, the study suggests a model designed to improve the analysis of strategic management.     

Nonprofit Leader Perceptions of Operating Reserves and Their Substitutes

This exploratory study has three objectives: (1) to understand the various ways academics, consultants, and practitioners conceptualize operating reserves; (2) to explore differences among academic findings, consultant recommendations, and nonprofit leader perceptions of operating reserves; and (3) to identify how practitioners operationalize operating reserves within their organizations. Using intensive interviews with nonprofit executives, we find that the operating reserve ratio (ORR) commonly used in the nonprofit literature does not accurately indicate whether an organization holds an operating reserve according to nonprofit leaders. In addition, results indicate that experienced nonprofit leaders perceive a variety of other fund types including endowment and investment savings as well as ability to borrow, other assets, sister foundations, and donor networks as legitimate substitutes for a reserve.     

Support for Waste Facility Siting: Differences between Community Leaders and Residents

Abstract Decisions regarding hazardous waste facility siting are now open to extensive public debate. Efforts on the part of public officials and private companies to site waste management facilities have been thwarted by public opposition. Using survey data from leaders and residents in communities which are hosting or siting facilities, this study examines their sociodemographic characteristics, knowledge, levels of trust, perceptions of risk, perceptions of economic impacts, perceptions of equity issues and the differential effects of these factors on acceptance of local waste facility siting. Leaders in these communities were more supportive of local waste facility siting than were other community residents. The major determinant of leaders' acceptance of waste siting was their perceptions of the economic benefits of a facility to the community. Although this was also important to residents, perceptions of health, safety, and environmental contamination risks had larger effects on their acceptance of such facilities.     

Nonprofit and For-Profit Home Care in Israel

Clients' assessments of differences between nonprofit and for-profit organizations delivering home care services to Israel's frail elderly were studied. No significant differences were found between nonprofit and for-profit providers with respect to organizational efficiency; speed of placement and replacement of home care workers; responsiveness to clients' complaints; and supervision of care plans, schedules, and service delivery. Systematic differences were found, however, in clients' perceptions of workers employed by nonprofit versus for-profit service providers. The differences related to the home care workers' adaptation to clients' needs and wants; how well workers delivered services; and how satisfied clients were with the services received. Indications are that the relatively high efficiency of nonprofit organizations can largely be attributed to the performance of their home care workers.     

Interorganizational Partnerships as a Strategy for Lobbying: Nonprofit Administrators’ Perspectives on Collaborating for Systems-Level Change

Participation in coalitions has been identified as a policy advocacy behavior for nonprofit organizations, although few studies have examined nonprofit leaders’ perceptions of coalition building as a strategy for lobbying. This study conducted focus groups and in-person interviews with nonprofit administrators to explore how interorganizational collaboration is utilized to address their organizations’ policy advocacy goals. The findings indicate that nonprofit administrators view their participation in coalitions as a means of achieving several policy advocacy goals, including increasing their capacity to lobby and protecting them from exposure as lobbyists. Implications for practice and research are provided.     

Enhancing volunteers capacity in all‐volunteer nonprofit organizations: The role of volunteer leaders' reliance on effective management processes and (de)motivating leadership

All‐volunteer nonprofit organizations rely solely on the commitment of volunteers to support their operations. As such, it is important that leaders of these organizations, even though they are volunteers themselves, rely on professional skills in order to optimize their organization's volunteers capacity. In the present study, we investigated how volunteer leaders' reliance on effective management processes and a (de)motivating leadership style related to volunteers capacity. To this end, we relied on the Competing Values Framework (CVF) and Self‐Determination Theory (SDT), respectively. Results revealed a positive (unique) association between (the sum score of) the management processes of the CVF models, as well as (the sum score of) the motivating leadership styles and volunteers capacity. Bivariate analyses indicated that the management processes of each CVF model (i.e., human relations model, internal process model, open system model, and rational goal model) and each motivating leadership style (i.e., an autonomy‐supportive and a structuring leadership style) related positively to volunteers capacity. These findings have important practical implications as they revealed that it is crucial for volunteer leaders to implement effective management processes, while adopting a motivating leadership style.     

Common Agency in Nonprofit Advocacy Organizations

Most theories of nonprofit organizations and nonprofit leadership recognize the multitude of stakeholders—including board members, donors and volunteers, funders, the media, and policy makers—that organizational leaders must contend with in doing their work. For nonprofits engaged in advocacy, demands from stakeholders may be even more challenging to meet. Although stakeholder theory recognizes the effect of various groups on an organization, it does not explain how leaders manage the preferences of their often‐competing stakeholders while they make choices for the organization. This study develops a common agency framework, evaluating the roles of three groups crucial to nonprofit advocacy organizations: the organization's board of directors, elected officials, and donors/members. The common agency framework is then illustrated with interviews with leaders of nonprofit advocacy organizations in California. Findings suggest that the leaders of these groups have a significant amount of discretion in guiding their organizations’ activities and operations.     

Assessing Value Differences Between Leaders of Two Social Venture Types: Benefit Corporations and Nonprofit Organizations

This study considers key value differences between leaders of two types of social ventures: for-profit social benefit corporations and nonprofit organizations. The research question asks to what degree the value sets of leaders of benefit corporations are congruent with those of similarly situated individuals in nonprofit organizations. The results show the values of leaders working in benefit corporations and nonprofit organizations are in many ways aligned, but there are notable statistical differences. A sectoral association of values is also present with employees in both types of organization, especially when the previous work experience of employees is considered.     

The Social Networks of Leaders in More and Less Viable Rural Communities1

Abstract The relationship between the social networks of leaders and community viability is examined in a comparative study of leaders (N = 75) in five rural communities (population range, 1,000 to 2,500). The analysis looks at leaders' connections to organizations outside of their communities and at different kinds of linkages between leaders within their respective communities. Leaders in more and less viable communities do not differ much in characteristics such as age, education, and occupations, but the presence of women in leadership positions is associated with community viability. In addition, there is some support for the expectation that leaders in more viable communities are more likely to have formal linkages to statewide and national networks. The most important finding, however, is that the way in which leaders relate to each other in instrumental tasks within their respective communities is associated with community viability.     

Foundations and innovation in the nonprofit sector

Using a sample of 17 foundations that are at the forefront of encouraging innovation this study explored foundations' motivations behind funding innovation, their perceived ability to impact the levels of innovation in nonprofit organizations, and strategies that foundations are using or can use to encourage innovation in nonprofit organizations. The results showed that among the major motives behind funding innovation were leveraging the capital, honoring the foundations' core identity (mission and values), and desiring to encourage innovation in nonprofit organizations. Five strategies/mechanisms that foundations are using/can use to encourage innovation in nonprofit organizations were identified: (a) offering innovation awards/grants as catalysts for innovation, (b) providing risk capital and supporting early stage idea development, (c) educating other foundations on the value of innovation and serving in a convener role, (d) serving as thought leaders, and (e) increasing nonprofit organizations' capacity for innovation. Implications for practice are discussed along with recommendations for future research.     

Exploring a model of servant leadership,empowerment, and commitment in nonprofit organizations

This study examined a model of servant leadership's relationship to organizational commitment through structural and psychological empowerment, focusing on leader–follower dyads in a nonprofit organization. Survey data was collected from 128 employees of a nonprofit organization in a northeastern U.S. city. After model re‐specification, a well‐fitting model emerged, indicating that structural empowerment mediates the relationship between servant leadership and organizational commitment. Moreover, the model suggests that structural empowerment's effect on organizational commitment is both direct and indirect—the latter occurring through the meaning dimension of psychological empowerment. This study provides initial support for structural empowerment being a mechanism through which servant leadership impacts organizational commitment in nonprofits. In addition, the role of meaningful work is highlighted as an antecedent to organizational commitment for nonprofit employees. Servant leaders are suggested to create structurally empowering working environments, which support employees' stronger commitment to the organization.     

Leader–member exchange in nonprofit sport organizations

Numerous human resource studies examining the relationship between leaders and followers have found that employees' high levels of leader–member exchange (LMX) are associated with higher job satisfaction and a greater intention to stay with their organizations. Considering the nature of voluntary work in nonprofit sport organizations, leader–member relations may be one of the most important factors influencing volunteer workers' commitment. This study examines the influences of LMX dimensions (Affect, Loyalty, Contribution, and Professional Respect) of volunteer leaders and followers on job satisfaction and assesses the influences of LMX dimensions and job satisfaction of volunteer leaders and followers on intention to stay with their organizations. The findings imply a strong value in positive reciprocal relationships between leaders and followers for enhancing job satisfaction and retention.     

Leadership Style in Relation to Organizational Change and Organizational Creativity: Perceptions from Nonprofit Organizational Members

As the environment within which organizations act continues to change and becomes increasingly competitive, maintaining an organizational climate that supports change and encourages creativity is a key objective for organizational leaders. This article examines the relationship between leadership style (transformational, transactional, laissez‐faire) and members' perceptions of the psychological climate for organizational change readiness and psychological climate for organizational creativity. Results indicate that transformational leaders have a direct positive relationship with psychological climate for organizational change readiness and organizational creativity, while laissez‐faire leaders have a negative relationship.     

Parental Involvement in Playgroups

SUMMARY. This paper reports results from a study of playgroups in three areas of England. It describes the extent and nature of parent involvement in the study playgroups, and how far this involvement included fathers as well as mothers; examines the relationship between involvement and various socio-economic characteristics of the parents, to see whether certain groups were more or less likely to be involved in their children's playgroups; and considers attitudes to parent involvement among both mothers and playgroup leaders, and playgroup leaders' experience of involvement, in particular whether they experienced any difficulties in getting or maintaining involvement.