The trickle‐down effect of ethical leadership in nonprofit soccer clubs

Nonprofit soccer clubs are currently facing many ethical challenges, such as abuse, doping and match fixing. While research suggests that organizational (board) ethical leadership may be effective to tackle these ethical issues, empirical support in the context of sport remains limited. Drawing on the perceptions of a sample of nonprofit soccer players (n = 438) and coaches (n = 106), we indicate that the coaches play an important mediating role regarding the associations between board ethical leadership and ethical climate. The theoretical underpinnings of ethical leadership—formed by social learning theory and social exchange theory—and the social distance between the board and the players in nonprofit soccer clubs provide support in this regard. In sum, our results demonstrate that the influence of board ethical leadership in nonprofit soccer clubs partly trickles down to the players via coach ethical leadership. Finally, practical implications for nonprofit soccer club management are discussed.     

The Contextual Impact of Nonprofit Board Composition and Structure on Organizational Performance: Agency and Resource Dependence Perspectives

We study the relation between stability of the nonprofit organization’s environment and its board structure and the impact of this relation on organizational performance from the perspectives of both Agency Theory and Resource Dependence (Boundary Spanning) Theory. The impact of board characteristics on organizational performance is contextual. Specifically, we predict and show for a sample of U.S. nonprofits that board mechanisms related to monitoring are more likely to be effective for stable organizations, whereas board mechanisms related to boundary spanning are more effective for less stable organizations. We find that the two theories are complementary and address different aspects of nonprofit performance, but the results are statistically stronger and more often consistent with resource dependence than with agency theory. Overall, this study supports Miller-Millesen’s (Nonprofit and Voluntary Sector Quarterly, 32: 521–547 2003) contention that, because the nonprofit environment is often more complex and heterogeneous than the for-profit world, no one theory describes all tasks of nonprofit boards.     

Balancing Control and Coaching in CSO Governance. A Paradox Perspective on Board Behavior

How can the internal governance of civil society organizations be conceptualized more adequately by accounting for the dual and simultaneous requirements of controlling and coaching in board behavior? Empirically, we seem to agree that effective governance of a civil society organization is crucial to its sustained viability. Conceptually, however, we observe a lack of consensus on how to best understand CSO governance. By critically juxtaposing two major theoretical lenses to conceptualize governance, namely, agency and stewardship theory, we identify a number of challenges when dealing with board–management relations that deserve our attention. While agency theory privileges controlling behavior, stewardship theory emphasizes the coaching behavior of boards. The purpose of this article is to offer a concept of governance that is informed by a paradox perspective advancing a subtler, more adequate conceptualization of board governance that accounts for these often conflicting demands on CSO governance. Drawing on illustrations from a longitudinal interpretive case study, we exemplify our propositions empirically. The article concludes with discussing the implications of our argument for CSO governance research and practice.     

Alternative Perspectives on Community Impacting: Toward Complementary Theory and Application

Community impact analysis has been limited in applied effectiveness and sociological contribution because of its primary reliance on an ecological system paradigm and the conservative ideology imbedded therein. It is argued that the quality of community impact analysis and similar social change work would be improved by increased concern with matters of theory. Specifically, improvements can come from: (1) use and further development of alternate sociological perspectives appropriate to the impacting topic, especially those perspectives that deal with community and adaptive processes; and (2) empirical determination of the extent to which various theoretical perspectives fit conditions of specific community cases. The concerns of critical and interactionist theory are discussed as alternatives to the dominant structural-functional perspective, and a case is made for blending perspectives consistent with themes of "general systems" theory. This blending incorporates structural concerns, but offers more complete guidance by emphasizing relevant process considerations. Aspects of the "dramaturgical" analogy, applied more broadly than usual, illustrate abstract points in the complementarity of the several theories.     

What you don't know can hurt your community: Lessons from a local United Way

This paper describes how a controversial executive compensation package approved by a local United Way agency eclipsed the agency's long‐standing record and reputation of being a top fundraiser and pillar of the community. Using the framework developed by P. Connelly and York (2003), this case study illustrates how the lack of leadership and adaptive capacity within the board of directors, coupled with questions and speculation about managerial capacity, contributed to a highly visible scandal that resulted in the loss of the agency's chief executive officer, the resignation of the chairman of the board of directors, an internal investigation, and ultimately, a federal investigation. Not only did these events hurt the agency, which was forced to eliminate programs and cut staff, but these events hurt the annual campaign, which declined by more than 30 percent, resulting in substantial cuts in funding to dozens of nonprofit organizations. The findings from this study illustrate the importance of building strong governing boards that focus on both organizational processes and performance outcomes. They also highlight how important it is for the flagship charitable institutions to model best practices and invest in their own capacity.     

Examining Two Facets of American Indian Identity: Exposure to Other Cultures and the Influence of Historical Trauma

SUMMARY

Specialized content about factors that influence the cultural identity of Native people must be included within the social work knowledge base to increase practitioners' effectiveness with this population. This article explores some of the factors which shape cultural identity for Native people and the implications of Native cultural identity for social work practice. The authors begin by recounting theoretical perspectives on culture, then report the findings of two studies that examine different factors which impact upon identity. The first study examines the impact of exposure to more than one culture on a sense of identity among Native youth in the Northeastern United States. The second study examines historical trauma and unresolved grief among the Lakota. Implications of multicultural exposure and historical unresolved grief for social work practice with Native people are discussed.     

International Collaboration in Translating Career Theory to Practice

This article describes an effort to apply a theoretical perspective developed in one country (the United States) to cope with increasing demand for career services and limited funding in another country (the United Kingdom) faced with similar increasing demands for cost‐effective service delivery. The authors hope that the experience gained in the transnational application of theory to practice they present can be replicated in other countries using other theoretical perspectives. This article describes the process used in one transnational career theory adaptation project and discusses implications for transnational adaptations of career theory across countries.     

Cooperative power relations between nonprofit board chairs and executive directors

Nonprofit organizations face increasing pressure to change their governance practices. Some scholars propose a check‐and‐balance relationship between the board chair and the executive director. However, empirical evidence for this proposition remains lacking. Employing actor‐centered institutionalism, this comparative case study analyzes the preferences and capabilities of the board chair and the executive director given environmental and organizational pressure. The article compares the results of two main and two replicated cases that underwent significant processes of governance change, which led to a replacement of the board chair and the executive director. After the replacement we observe in all cases a similar pattern in the governance power relation: This power relation is characterized by the actors' equivalent capabilities and complementary preferences. The article concludes by introducing a cooperative power relation model that specifies the concept of checks and balances between the board chair and the executive director.     

Leadership, personality and effectiveness

This survey article is about leadership and personality, as it appears to be a renewed interest in this topic. Even when traditional research is re-examined and new research performed the most basic conclusion remains the same. Studies of how personality traits relate to leadership give inconsistent answers. Traditional and contemporary research shows that personality cannot explain leadership. Traits of leaders cannot explain organizational effectiveness. Leadership appears to have a minor impact on organizational effectiveness. The personality approach is less relevant to management. Management and leadership in formal organizations are not about possessing special traits. It is about acting.     

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.     

Leadership within Australian voluntary sport organization boards

This article applies leader‐member exchange theory to the study of dyadic relationships between leaders (board chairs and paid executives) and members (volunteer board members) within the boards of Australian voluntary sport organizations. The article specifically examines leader‐member exchanges within a sample of six Queensland State sport organizations and their relationship with board performance. It was found that leadership within voluntary sport organization boards emanates from either board chairs or executives and that when the individuals fulfilling these roles are able to develop a mature working relationship, the board's ability to perform is enhanced. These findings extend our understanding of the importance of leadership roles held by volunteers and paid professionals for the achievement of organizational outcomes.     

Personal sacrifice and corporate cultures: career progression for disabled staff in higher education

Disabled people are under-represented in higher education (HE), especially in senior posts. This article reports research on the perspectives of career progression into leadership held by disabled staff in one post-1992 university. Findings indicated that some participants were already engaged in leadership or aspired to such roles, and reported positive experiences. However, participants also experienced barriers to progression, including a lack of awareness of equality and diversity among managers and colleagues, inadequate professional development opportunities and the competitive organisational culture of management that could impact on their health and work–life balance. We conclude that disabled staff in HE do not yet have equal opportunities for progression into leadership roles compared with their non-disabled peers. There is a need for realignment of the culture of leadership and management to make it more compatible with the full inclusion of disabled staff in HE such that their unique contributions are valued.     

The State of Our Art: A Review of Theories Used in Intergenerational Program Research (2003–2014) and Ways Forward

Despite several published articles examining various characteristics of intergenerational program research over the past decade, there has been no comprehensive examination of how theory is being used (or not) in the field of intergenerational practice for more than 10 years. This article examines the published research literature on intergenerational programs over the past decade (2003–2014) to discover which theoretical perspectives have been applied to intergenerational practice and analyze the questions and issues that emerge from those theories and their use. The authors consider what is needed to advance our theoretical understanding of intergenerational practice and suggest some theoretical directions forward for the field.     

From knowing to doing: Reflexivity,leadership and public relations

This article argues that little is known in public relations (PR) about the experience of leadership and, more specifically, the challenges associated with enacting desired leadership behaviours in the work place. The study focusses on the personal experiences of PR leaders and considers how exploring the interplay between a leader and their context enhances understanding of the conditions under which knowledge is enacted, or rather not enacted, in different leadership situations. The discussion is informed by perspectives from organization and leadership studies which highlight the importance of reflexivity to leadership learning. In addition to applying a reflexive lens to leadership practice in public relations, the study addresses a lack of empirical research focussing on the situated experiences of PR leaders. It considers the reflexive potential of a programme of interviews with PR practitioners providing examples to illustrate the role this form of research can play in leadership studies. The context investigated concerns the work place experiences of senior PR executives who claim to be ‘empowering leaders’. The discussion of the findings focuses on how organizational power relations distort the practitioners’ espoused leadership values and engages in a process of problematization designed to challenge the uncritical promotion of normative and decontextualised approaches to leadership. The article highlights the benefits of a reflexive orientation to PR leadership research and pedagogy, while calling for the promotion of a particular form of contextual intelligence to help practitioners confront the organizational conditions which specifically impact on their ability to lead others.     

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.     

Capacity-building needs of minority health nonprofits

This article reports on the results of a statewide assessment of the capacity-building needs of organizations that provide health services to ethnic minority groups in Ohio. The research addressed gaps in knowledge about the specific needs of these organizations for improved effectiveness and long-term sustainability. A telephone survey of 659 organizations, supplemented by focus groups with 37 participants in the state's largest cities, indicated substantial need and interest in capacity-building technical assistance in areas such as revenue-generating activities, marketing and public relations, information technology training, program evaluation, and board leadership development. The limited ability of these organizations to pay for the needed assistance creates challenges for planning approaches to meet these vital needs.     

Employment regulation,game theory and weak employee voice in liberal economies

This article analyses the impact of information and consultation regulations – specifically the European Information and Consultation Directive – on worker participation or “employee voice” in liberal market economies (LMEs), providing both empirical and theoretical insights to complement existing research on the Directive. Using game theory and the prisoner's dilemma framework, and empirical data from 16 case studies, the authors explain why national legislation implementing the Directive is largely ineffective in diffusing mutual‐gains cooperation in the United Kingdom and Ireland. Three theoretical explanatory propositions advance understanding of the policy impact of information and consultation regulations in LMEs.     

Social Learning Theory and Behavioral Therapy: Considering Human Behaviors within the Social and Cultural Context of Individuals and Families

This article examines theoretical thoughts of social learning theory and behavioral therapy and their influences on human behavior within a social and cultural context. The article utilizes two case illustrations with applications for consumers. It points out the abundance of research studies concerning the effectiveness of social learning theory and the paucity of research studies regarding effectiveness and evidence-based practices with diverse groups. Providing a social and cultural context in working with diverse groups with reference to social learning theory adds to the literature for more cultural considerations in adapting the theory to women, African Americans, and diverse groups.     

Theoretical perspectives of male sexual abuse: conceptualization of a case study

The purpose of this article is to demonstrate the traumatic impact that sexual abuse can have on a young male's development by addressing mediating dispositions that can render a child vulnerable to the effects of sexual abuse. Consideration is given to three different theoretical perspectives that are not exclusive to male victims but shed light on the impact that sexual abuse can have on the development of a young boy. These perspectives include early family relationships and attachment theory, developmental psychopathology, and trauma theory. These theoretical lenses provide a conceptual understanding into why some victims are vulnerable to the effects of sexual abuse. Each theoretical view is applied to a case study of an adolescent male with a history of early trauma and sexual abuse. Clinical implications are discussed.