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.     

Managing traditionality and strategic change in nonprofit organizations

Fundamental differences with the for-profit sector, and that sector's own experiences, make it unwise for nonprofit leaders to adopt business organizations' externally focused approach to strategic change. Theories of organizational survival and punctuated equilibrium models of change and continuity, as well as the authors' research, suggest that planning aimed toward matching the organization to changes in its environment has limited value. This article argues that due to the relative constancy of societal needs and nonprofits' missions, and the importance of society's demands for reliable, accountable performance, nonprofits should greatly value continuity. Utilizating a typology of changes that nonprofits may confront, the authors clarify why potential organizational change should be approached cautiously, with a strong regard for traditionality as a mechanism of continuity. They then sketch some of the implications of this perspective for nonprofit sector researchers and leaders concerning the role of traditionality in successful organizational adaptation, including the value of historical analyses and the healthy tension between traditionality and change.     

Casa de Esperanza [Part B]

When nonprofit organizations make significant changes in mission, there are many issues of organizational structure and culture that must be re‐examined and re‐aligned. As the second segment in the case of Casa de Esperanza illustrates, there are many human issues that must be navigated by leaders making such changes. Case B illustrates the challenges that must be confronted as leaders embrace the agency's identity as a community‐based Latina organization, rather than a government‐funded domestic violence organization. The case describes the management planning and implementation processes, including changes in leadership, programming, and operations. Staff responses to these changes are also stressed, revealing the very human elements of organizational change. © 2004 Jodi Sandfort     

Religion and community philanthropic organizations: The case of the United Jewish Appeal‐Federation of New York

This article explores the processes that occur when community philanthropic organizations develop religious expressions and practices by examining the shifts that took place within the United Jewish Appeal‐Federation of New York between 1990 and 2014. As the findings indicate, the gradual integration of ethnoreligious practices, norms, and expressions into the Federation's missions, routine, activities, and distribution of resources, as well as among staff and volunteers, reshaped the Federation's identity and faith‐based orientation. This process led the Federation to move beyond being a faith‐background organization toward becoming a faith‐affiliated organization, expressing Jewish beliefs through its charitable work and philanthropic activities. The article highlights the resulting dilemmas and obstacles faced by the Federation and concludes with a discussion of the implications for understanding the process of increased religion among community philanthropic organizations.     

A contingency approach to nonprofit governance

A number of contingency factors may be relevant for effective nonprofit organizations and their boards. Although all boards must fulfill certain critical roles and responsibilities, strategic choices can be made about adopting different governance configurations or patterns. These choices can be meaningfully informed by understanding organizational contingencies such as age, size, structure, and strategy—and, even more important, by external contingencies and environmental dimensions such as degree of stability and complexity. This article extends or layers contingency thinking beyond its traditional focus on an alignment between the external environment and the organization's structure to focus as well on the alignment of the organization's governance configuration with its structure and environment. Structural contingency theory in general, and specifically within nonprofits, is reviewed. Two cases are presented of organizations that used an approach based on contingency theory in an action research process to examine and change their governance configurations. The steps they followed may help other nonprofits adapt their governance structures and practices and fulfill their responsibilities for board assessment and reflection.     

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.     

Small,minority‐based nonprofits in the information age

Pundits of information technology stress that the Internet opens new arenas for nonprofits through the ability to share information both locally and globally. New technology also changes funders' and other evaluators' expectations regarding proposals. Although new technology makes life easier for organizations with budgets, time, and familiarity with technology to buy and use these new tools, nonprofits that lack these resources fall even further behind in their quest to support and improve their programs. Based on ethnographic research in Kenosha, Wisconsin, this article explores the role of changing technology in the ability of small nonprofits to succeed in implementing their organizational mission. Using case studies, this article compares the experience of nonprofits and church mission projects based in the African American and Latino communities in this small city to that of two mainstream organizations in gaining funding and the general perception of those agencies in the local community. The article argues that expectations about the use of technology increase the gaps between a community's haves and have‐nots. Kenosha organizations based in communities of color are particularly at risk due to already low funding and lack of staff familiar with new technologies. The article demonstrates that the key is often not access to technology or technical assistance but the time to make the best use of available technology.     

Social accounting for nonprofits: Two models

After giving an overview of the development of social accounting, this article presents two models of social accounting for nonprofits: the community social return on investment model and the expanded value‐added statement. The discussion focuses on the process for establishing a comparative market value for nonmarket social outputs. The authors discuss these models and the comparative market value in relation to social accounting, an academic field that has evolved as part of a critique of financial accounting, especially its failure to analyze the impact of the organization on society and the natural environment. For the most part, scholars have not related social accounting to nonprofits. This article attempts to draw nonprofits into the field of social accounting. Both models address the social impact of nonprofits by including social inputs and outputs that accounting statements normally exclude.     

The Relationship between Provision of Membership Benefits and Fulfillment of Representational Roles in Nonprofit Advocacy Membership Organizations

This article explores the ways nonprofit advocacy membership organizations can manage their resource dependence on members and fulfill the organizations' representational roles, focusing on the provision of membership benefits. Membership organizations rely on financial or other resources from members and thus are constrained by them. For a nonprofit that aims to primarily speak for members, constraints by members may help to focus organizational attention on members' interests. Contrarily, for a nonprofit that aims to mainly represent broader constituents, members' constraints may hamper an organization's ability to advocate for broader constituents because members do not necessarily share the same policy goals with broader constituents. The provision of membership benefits can be a useful strategy for organizations to fulfill their representational roles and to satisfy and engage members, because people often join an organization to enjoy certain membership benefits. For an empirical analysis, this study collected a large‐scale data set through web and mail surveys of nonprofit advocacy organizations across the United States. The mixed‐mode surveys achieved a 57.5 percent response rate (729 responses). The survey and regression analysis results show that member‐serving nonprofits providing members with opportunities to participate in advocacy work are more likely to represent members' interests directly. Although broader constituency‐serving nonprofits tend to prioritize members' opinions, these organizations are more likely to adhere to the mandates of broader constituents when providing selective material membership benefits. However, when providing purposive membership benefits, these nonprofits are more likely to represent members' opinions.     

Managing amidst mosaic: Integrating values and rationalization in the nonprofit arts

This ethnographic study of visionary art environment Philadelphia's Magic Gardens (PMG) draws on theories of rationalization in nonprofits to explore factors that influence the impact of this process on organizations. Responding to theories that rationalization attenuates expressive drivers of nonprofit activity, an analysis of PMG is used to explore and contextualize a literature‐derived theoretical framework that suggests variables that may influence the outcome of rationalization processes in organizations. The PMG case supports and adds nuance to a notion that the strength of expressive and rationalizing impulses and the convergence or divergence of intra‐organizational values influence whether growing nonprofits are able to integrate instrumental structures and expressive motivations.     

System Stress and the Persistence* of Emergent Organizations

A model facilitating the prediction of organizational persistence or dissolution is presented through a series of propositions. Environmental change, community demands for service, organizational capacity, formalization, and task orientations are identified as important dimensions in determining the probability of organizational emergence, maintenance, or demise. The emergence and development of Neighbors in Need (NIN); a Seattle, Washington based welfare organization, is described to illustrate the viability of the model. NIN's career pattern shows a persistence beyond the period of environmental disruption because of the long-term progressive nature of the system's stress, NIN's formalization, and its task specificity. But a reduction in system stress, the adoption of a more diffuse goal, and the organization's failure to promote interorganizational relations with the local agencies indicates the probable demise of the NIN.     

An application of the nonprofit virtual accountability index: Accountability in sport for development and peace

In this research note, we examine web-based accountability practices of human service nonprofits. Data were collected directly from the organizational websites of an international sample of 532 organizations involved in operating sport for social change programs, more commonly known as the field of sport for development and peace. Websites were coded using the nonprofit virtual accountability index—a theoretically grounded and robust tool—to measure information and interactivity available for stakeholders across five dimensions of accountability. Analyses of variance and independent t-tests were used to test potential group differences based on geographical region, the thematic types of social change efforts, and the type of sport used to deliver programming. The results of this analysis highlight the critical importance of geographical location and other organizational variables for web-based accountability practices. Furthermore, the results allow nonprofit leaders to identify common areas in need of improvement for smaller and emerging nonprofits.     

Casa de Esperanza [Part C]

The challenges of nonprofit management and leadership often lie in balancing the constant demands of internal issues and the rapidly changing external context. As the third and final segment of the Casa de Esperanza case illustrates, there is no point of perfect balance. Part C documents the various mechanisms used to institutionalize the organization's identity as a community‐based Latina organization, including new structures, planning processes, and human resource management. In all, leaders strive to make the organization truly bicultural, allowing it to participate in mainstream circles while remaining grounded in core community values and practices. When faced by a new mandate from state funders, leaders use these internal changes as a new filter when considering the most appropriate action. As such, the case illustrates how proactive structural change can propel an organization to recognize realities.     

Serve or Conserve: Mission,Strategy, and Multi-Level Nonprofit Change During the Great Recession

Change is frequently afoot in the nonprofit sector, both in the wider institutional environment in which nonprofits operate and within the organizations themselves. Environmental transformations—funding sources, supply and demand for collective goods, and administrative norms—create the circumstances in which organizations operate. Internally, change involves the alteration of goals, practices, and personnel. To explore how multiple aspects of change intersect across levels, we ask how organizations’ practices influence their experience of and reaction to changes in the environment. Turning open systems theories inside out, we argue that internal planning, routines, and missions give rise to organizational mindsets that imbue evolving environmental circumstances with meaning. We illustrate our argument using a unique longitudinal dataset of 196 representative 501(c)(3) public charities in the San Francisco Bay Area from 2005 to 2015 to assess both accelerators and obstacles of change. Empirically, we investigate predictors of organizational insolvency and the ability to serve constituents in the wake of the Great Recession. We find that strategic planning decreases the likelihood of insolvency whereas an orientation toward the needy increases spending. We conclude with our contributions to understanding of multi-level organizational change and nonprofit strategy.     

Strategy and Structure in High-Performing Nonprofits: Insights from Iberoamerican Cases

Some nonprofits evolve from small into large international organizations. For years, “structure follows strategy” (Chandler) has been the dictum to explain organizational strategic changes like the ones in nonprofits. But scholars also recognized organization structure to be a precondition to carry out certain strategies. Nevertheless, research on structure and strategy in nonprofits is limited. This paper explores the mutual influence of organization structure and strategy in high-performing nonprofits in Iberoamerica based on a secondary analysis of 20 unpublished research cases of the Social Enterprise Knowledge Network. It follows the research question: Which organizations’ strategies and structures characterize high-performing nonprofits over time? Four types of organizing patterns emerged: starting-up, professionalizing, decentralizing, and conglomerating.     

Producing More with Less? Community Forestry in Durango,Mexico in an Era of Trade Liberalization*

Abstract Through a qualitative case study of peasant‐organized forestry in Durango, Mexico, this paper examines how neoliberal policy reform is reshaping the community forestry sector. Post‐1992 agrarian and forestry laws facilitate the emergence of new forms of association in ejidos (collective property communities created by agrarian reform) and agrarian communities, and reorganize the delivery of forestry technical services. These developments indirectly undermine peasants' capacity to deal with the sector's long‐standing internal problems, putting at risk their ability to provide themselves with the services they need for sustainable community livelihoods and forest exploitation. Nevertheless, this study of a forest peasant federation shows that institutional change is a process peopled by groups of social agents who respond creatively to external structure from local organizational and community contexts. Ethnographic methods can be used fruitfully to study complex interactions between multiple levels of political‐economic structure and local action, which both constrain and provide opportunities for the organization of common‐pool resource management regimes.     

A multi-level examination of how the organizational context relates to readiness to implement prevention and evidence-based programming in community settings

Prior theoretical and empirical research suggests that multiple aspects of an organization's context are likely related to a number of factors, from their interest and ability to adopt new programming, to client outcomes. A limited amount of the prior research has taken a more community-wide perspective by examining factors that associate with community readiness for change, leaving how these findings generalize to community organizations that conduct prevention or positive youth development programs unknown.Thus for the current study, we examined how the organizational context of the Cooperative Extension System (CES) associates with current attitudes and practices regarding prevention and evidence-based programming. Attitudes and practices have been found in the empirical literature to be key indicators of an organization's readiness to adopt prevention and evidence-based programming. Based on multi-level mixed models, results indicate that organizational management practices distinct from program delivery may affect an organization's readiness to adopt and implement new prevention and evidence-based youth programs, thereby limiting the potential public health impact of evidence-based programs. Openness to change, openness of leadership, and communication were the strongest predictors identified within this study. An organization's morale was also found to be a strong predictor of an organization's readiness. The findings of the current study are discussed in terms of implications for prevention and intervention.     

(Un)Intentional Community: Power and Expert Knowledge in a Sustainable Lifestyle Community*

This ethnography of a cohousing organization examines power and expert knowledge in a sustainable intentional community. Intentional communities are forming at a growing rate both internationally and in the United States. Cohousing communities are part of this growing trend of alternative communities that utilize participatory democracy as both their central decision‐making process and a core component of their alternative identity. This article analyzes the tensions that evolve as cohousers build a communal housing development in one of the fastest‐growing cities in the United States. I identify mechanisms through which the constraints of operating in the highly professionalized field of housing development transform participatory decision making. When group members try to minimize loss of time and capital while competing with experienced for‐profit developers, they establish leaders and cede power to those with greater technical expertise. Yet, they continue to model their commitment to consensus decision making despite emerging hierarchies among members. I describe how the use of expert knowledge restructures the conditions governing group interaction and explore what the group's oligarchic organizational practices mean for the study of contemporary collective community organizing.     

Measuring the Grassroots: Puzzles of Cultivating the Grassroots from the Top Down

Does a participatory, open‐ended organizational format inspire creativity and draw on participants' local knowledge? Many nonprofits operate under this assumption, and many of their financial sponsors agree, and therefore demand precise accounts documenting the nonprofits' “participatory” formats. In the U.S. youth civic engagement projects described here, the practice of accounting itself had an effect, regardless of funders' goals. Volunteers devoted more time to documenting just how participatory, open‐ended and grassroots they were than they devoted to any other topic. Organizers strenuously tried to avert attention from accounting's importance, but could not avoid it. Volunteers could not reflect on the accounting process, or on the political questions behind it; knowledge of it became a repressed institutional intuition.     

Gender Issues on Change Agenda – Practising Intersectionality in Action Research

This article investigates how intersectionalities are handled in the orientations and positions of organization members when conducting feminist action research in workplaces. The Finnish Defence Forces are used as an empirical example of a hierarchical and gendered organization. The article employs the work conference method based on democratic dialogue with the aim of bringing together the divergent experiences and perspectives of the organization's members. Our interpretation is that the intersectional application of the work conference method reveals issues that would not have otherwise arisen. The method helps to highlight the habits and routines that are taken for granted in organizations. We suggest the use of the method both for identifying patterns of inequalities and for seeking remedies for them. The experiences gained from the empirical study support a multi‐method approach to action research. A more theory‐based consciousness of social positions and their interconnections will serve the development process. As a result, action research efforts might also become better anchored in organizational structures and practices.