Building stronger weak ties among a diverse pool of emergent nonprofit leaders of color |
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| Authors: | Erna Gelles Meg Merrick Sean Derrickson Felesia Otis Oscar Sweeten‐Lopez Jamaal Tripp Folsom |
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| Institution: | 1. Hatfield School of Government's Division of Public Administration and Institute for Nonprofit Management, Portland State University, Portland, Oregon;2. Community Geography Project, Institute of Portland Metropolitan Studies, Portland State University, Portland, Oregon;3. Multnomah County Mental Health and Addictions Services Division, Portland, Oregon;4. Community Partners Reinvestment Project, Volunteers of America, Oregon Inc., Portland, Oregon;5. Michael & Susan Dell Foundation, Austin, Texas;6. City of Portland's Bureau of Development Services, Portland, Oregon |
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| Abstract: | This article explores theoretical underpinnings of social capital and strong and weak ties as they relate to relationships within, between, and among six cohorts of promising nonprofit leaders of color in a northwestern U.S. city. Using mixed methods, including network analyses, it considers the impact and potential of a university‐community collaboration to deliver a program to promising emergent leaders nominated for their talent and commitment to the work of their community‐based organizations, often in competition for limited resources. The article considers the program's implicit effect on relationships and reveals intersector connections among alumni. Findings show substantial alumni movement among organizations, increasing the potential for collaboration and mentoring relationships. We conclude with recommendations for programs seeking long‐term impact and discuss a series of unanticipated findings and the questions they engender, many critical as communities and organizations become more diverse and social needs do not diminish. |
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