Organizational Crisis Resistance: Examining Leadership Mental Models of Necessary Practices to Resist Crises and the Role of Organizational Context

This study explores which governance practices nonprofit leaders consider necessary to avoid organizational crises. Further, it explores whether these leadership mental models of crisis resistance depend on the organizational context. This helps determine whether practical learning points are organization specific or can be applied broadly. With a multilevel sample of 304 leaders from 44 Belgian nongovernmental development organizations, an exploratory path analysis reveals that nonprofit leaders consider continuous improvement, as a governance practice, particularly relevant for effective organizational crisis resistance. A multilevel analysis also shows that variations in leadership mental models cannot be explained by the organizational variables used in this study (organizational size, leadership group size, operational activities, and languages in the leadership group). This article concludes with a discussion of consequences for further research.     

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.     

Navigating Ambivalence: How Heterosexual Young Adults Make Sense of Desire Differences

The miscommunication hypothesis is the assumption that many incidents of acquaintance rape and coercive sex follow from miscommunication between men and women. This hypothesis is entrenched in popular, academic, and judicial understandings of sexual relationships. Recently some evidence has suggested that there is little miscommunication between sexual partners and that the hypothesis does not explain acquaintance rape or other forms of sexual violence. The present study used qualitative methodology in which men and women were asked to imagine themselves in a particular heterosexual dating situation and write what they think happened between the beginning (when sex was refused by one partner) and the end (when sex happened). Thematic analysis of the data found no evidence for miscommunication between partners under conditions of differences in desire. Instead, ambivalence about sexual activity was commonly described by women and men and was most often resolved to both parties’ satisfaction. Coercion by men was present in a minority of narratives under conditions of clear understanding of women's refusals. The study thus provides a rich, experience-based representation of heterosexual sexual activity, with considerable potential for the development of effective education campaigns.     

Interactive Art Interpretation: How Viewers Make Sense of Paintings in Conversation

This study explores the talk of viewers as they encountered paintings in an art gallery. An inductive analysis of conversations recorded between viewers and one of the researchers resulted in the identification of three categories of art talk: Evaluation, Attraction, and Storytelling. Further, the authors distinguish two design features governing this kind of talk, Narration and Reification. Viewers verbalize their experience of paintings in order to interactively manufacture meaning. This sense‐making process is consequential not merely for the viewers' understanding of the artwork but for their conception of the world, and of themselves and others in it. Perhaps most significant, viewers employ artwork as a material and symbolic resource in the ceaseless interactive fabrication of their own identities.     

Nonprofit social services in Moscow: Leadership and administrative issues

This article presents the findings of a study of nonprofit human services organizations in Moscow, Russia, in the early stages of development of the nonprofit sector. It addresses the following issues of relevance to social welfare in particular and nonprofits in general. First, what is the legal status of nonprofits? Second, what leadership and governance mechanisms have evolved? Third, how are resources, both financial and human, obtained? And, finally, how can Western consultants be useful in addressing the unique and specific needs of nonprofits in Russia as they bring their expertise into this setting?     

When Nonprofit Organizations Meet Information and Communication Technologies: How Organizational Culture Influences the Use of Traditional,Digital, and Sharing Media

VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations - In contrast to previous studies that emphasized how resources and institutional forces influence nonprofit organizations...     

Organizational Identity in Nonprofit Organizations: Strategic and Structural Implications

Organizational identity is what is central, distinctive, and enduring about an organization. This article argues that clarity and consensus about organizational identity are essential elements in setting successful long‐term strategy and making structural choices in a nonprofit organization. Four classes of nonprofit organization are examined here: grantmaking foundations, federated fundraising organizations, nonprofit academic centers, and social enterprises. In each case, alternative identities are described and the implications of each identity for organizational strategy and structure are analyzed. The article suggests that examination of identity should become an integral part of organizational development for nonprofit organizations and a subject for continued research.     

Luce Irigaray,Sexual Difference and Theorizing Leaders and Leadership

In the study of leaders and leadership men and women are presumed to be interchangeable. We read as if leaders have no sex, and we view the still prevailing use of the pronoun ‘he’ as an anachronism. However, it is quite apparent that the ‘who’ of the leader remains male no matter how carefully egalitarian the use of the pronouns. In our formulation of who the leader is, and what leadership is about, the same has triumphed over the different, the sexually indifferent or the One over the sexually different, to use the terms of Luce Irigaray. If the heroine rather than only the hero is to be represented, a new symbolic structure must be created if new ways of thinking about the leader and of leadership are to be thought which create a space for women other than as imitation men or excavated women. This article explores the Irigarayan notion of the absent, unrepresented she, the ‘not-yet’ of woman which lies both in the subversion of the metaphysical order and the invention of not ‘neither one nor two’, and the impact of this theorizing would have on loosening the bonds of domination and subordination which confine the leader and leadership theory.     

Transformational Leadership, Organizational Culture, Organizational Effectiveness, and Programme Outcomes in Non-Governmental Organizations

This study examines whether transformational leadership influences organizational culture that furthers NGOs?? effectiveness. It also examines whether transformational leadership at the top directly influences NGOs?? effectiveness. Further, it tests whether NGO effectiveness improves the programme outcomes in terms of health, income, education, and happiness of villagers. Data were collected from 312 NGOs in Jharkhand state (India). Transformational leadership, organizational culture, and NGO effectiveness were assessed from NGO personnel using standard instruments, and programme outcomes on health, income, education, and happiness were evaluated from villagers using wooden cubes. Findings reveal that transformational leadership builds organizational culture that furthers NGO effectiveness. Transformational leadership does not influence directly NGO effectiveness but it enhances NGO effectiveness promoting organizational culture. Furthermore, NGO effectiveness improves the outcomes of programmes undertaken by NGOs in terms of better health, income, education, and happiness of beneficiaries.     

Understanding the Importance of Organizational Resources to Explain Organizational Problems: Evidence from Nonprofit Sport Clubs in Germany

Nonprofit sport clubs experience organizational problems regarding the recruitment and retention of members, volunteers, and coaches, and the financial situation of the club. The purpose of this study is to investigate the impact of different types of organizational resources on the severity of organizational problems. A theoretical framework based on the concept of organizational capacity is presented, which explains the influence of human, financial, infrastructure, and cultural resources on organizational problems. The empirical evaluation is undertaken using data from a nationwide online survey of nonprofit sport clubs in Germany (n = 19,345). The regression results show that human resources (women on the board, secondary volunteers, etc.), financial resources (Herfindahl index), infrastructure resources (own facilities, and public facilities), and cultural resources (e.g., strategic policy, formation policy, value of conviviality, and variety of sports) are significant determinants of organizational problems. The findings of this study have implications for the management of voluntary sport organizations.     

WHY THEY LIKED IKE: Tradition, Crisis, and Heroic Leadership

Much is known about Dwight Eisenhower's accomplishments as wartime general and postwar president; however, little is known about the reasons for his extraordinary popularity. Drawing from opinion polls, popular media, and related sources this article shows how Eisenhower's achievements and public conduct resonated with the concerns and values of his generation. "Symbolic leadership" theory and the "action theory" of heroic leadership frame this twofold articulation of Eisenhower's midcentury image, but we place it in a broader perspective centered on tradition, crisis, and generational change. We thus explain not only why Eisenhower's reputation was so strong during the postwar years but also why it declined so sharply after his death, even while other American leaders' reputations remained intact.     

The Exigent Study of Nonprofit Organizational Evolution: Illuminating Methodological Challenges and Pathways Using a Nonprofit Entrepreneurship Lens

VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations - The study of how nonprofits evolve is fundamental to gaining an appreciation of dynamic nonprofit organizational life, and...     

No Margin,No Mission: How Practitioners Justify Nonprofit Managerialization

VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations - The financial sustainability of nonprofit organizations is an abiding concern. One generally accepted solution for threats...     

Using Social Network Analysis to Enhance Nonprofit Organizational Research Capacity: A Case Study

As donor agencies become more specific in funding requirements, research that can demonstrate the collaborative efforts of a nonprofit agency with its organizational neighbors and how those efforts pay off in terms of capacity and provision of services is highly useful. Recognizing these benefits, a local funding agency in Virginia commissioned a study to look at the ways in which social network analysis (SNA) can enhance the data resources available to nonprofits for funding and grant requests. In this article, we present a case study of a network of 52 nonprofit organizations to illustrate the viability of SNA in terms of funding and research needs specific to nonprofit organizations. We discuss the outcomes of the case study in terms of how the visual and metric outputs of SNA can be used by nonprofits to enhance the accomplishment of their organizational missions and strengthen their grant requests.     

Organizational Self‐Censorship: Corporate Sponsorship,Nonprofit Funding,and the Educational Experience*

La dépendance croissante du secteur privé envers la commandite a eu des conséquences sur la gouvernance des organismes sans but lucratif (OSBL). La recherche traditionnelle sur le financement a pris un angle d'observation essentiellement positif, montrant que les OSBL peuvent trouver des occasions d'influencer les intérêts de leurs bailleurs de fonds de manière à ce qu'ils deviennent plus compatibles avec la mission de l'OSBL. Dans cet article, les auteurs s'inspirent de ce travail en fournissant un examen plus nuancé de l'intermédiaire dans l'OSBL. Plus précisément, les auteurs introduisent une forme négative d'intermédiaire connue sous le nom d'autocensure organisationnelle. En examinant l'autocensure, ils montrent que les OSBL devraient plutôt redéfinir leurs propres buts de manière à attirer les bailleurs de fonds du secteur privé. Increasing reliance on corporate sponsorship has impacted the governance of nonprofit organizations. Traditional research on funding has taken a predominately positive vantage point, expressing that nonprofit organizations may find opportunities to influence their funder's interests such that they become more compatible with the nonprofit organization's mission. In this article, we build upon this work by providing a more nuanced examination of agency in the nonprofit organization. Specifically, we introduce a negative form of agency known as organizational self‐censorship. By examining self‐censorship, we reveal that nonprofit organizations may instead redefine their own goals in order to appeal to private sector funders.     

Nonprofit Organizational Effectiveness: Contrasts Between Especially Effective and Less Effective Organizations

How do key stakeholders of nonprofit organizations (NPOs) judge the effectiveness of their organization? Are the judgments of stakeholders similar, and how are board effectiveness and the use of practitioner-identified correct management procedures related to judgments of effectiveness? This study focuses on a subset of especially effective and less effective NPOs from a larger sample and finds that the especially effective have more effective boards (as judged by various stakeholder groups), have boards with higher social prestige, use more practitioner-identified correct management procedures, and use more change management strategies. Practical implications discussed include adopting more correct management procedures and change management strategies.     

The Who,Why, and How of Reinvention in Nonprofit Organizations

Although reinvention of government agencies is being extensively discussed, relatively little is known about the reinvention strategies of nonprofit organizations. This article reports survey results for a randomly selected group of nonprofit organizations from across the United States. We conclude that reinvention is being used as a management tool by nonprofit organizations and that it is affecting day‐to‐day operations. Regardless of how reinvention was implemented, these organizations generally view their reinvention activities as successful for increasing productivity, enhancing services, improving performance, and managing costs.     

Using Critical Incident Stress Debriefing to Mediate Organizational Crisis,Change and Loss

This article provides an overview of the development of critical incident stress debriefing and suggests its utility for both traditional and nontraditional purposes, by employee assistance practitioners. Both crises and traumas are defined and a brief history of the development of CISD is offered. The critical incident stress debriefing process is explicated and examples of how CISD's has been used by EAPs is shared. Case studies are then offered of both traditional and nontraditional situations where a CISD process was used by an internal EM, including a homicide, an operating room fire, an organizational change and multiple losses of employees by a work unit.