Academic literature on the topic 'Leadership Nonprofit organizations Communication in management'

Purpose The purpose of this paper is to examine how corporate and nonprofit leaders partner on public relations for corporate social responsibility (CSR) programs. Design/methodology/approach Through semi-structured interviews across the USA, and stretching into Europe and South America, leaders (n=24) from US-based corporations top-ranked for corporate citizenship, and the nonprofit organizations with which they have developed CSR programs, shared insights and best practices. Findings Corporate and nonprofit leaders who collaborate on CSR programs spoke independently about several essential shared values, including community-focused collaboration, fiscal responsibility, and strategic alignment. How they described their CSR partnerships reflects a mutual commitment to a distributed leadership model, which involves the need to span organizational boundaries, share unique expertise across levels and roles, and sustain long-term relationships. Consistent with prior research, this study also suggests that communication leaders in both corporations and nonprofit organizations leverage transactional (process-focused) and transformational (people-focused) leadership styles, as they work to build and foster these long-term partnerships. Research limitations/implications The findings pinpoint how principles of the distributed leadership model come to life across CSR partnerships and contribute to the success of such partnerships. Corporations and their nonprofit partners must mutually focus on spanning, sharing, and sustaining as they build programs together. These shared principles exemplify a distributed leadership model and help define what CSR partnership truly means. Originality/value This study looks at CSR programs beyond just the perspective of the corporation and the public, taking into account the critical role the nonprofit organization plays as a partner in some CSR programming, and within a distributed leadership model.

Purpose – The purpose of this paper is to explore how chief executives of 20 nonprofit organizations construe and prioritize the skills they use to perform typical leadership tasks. Design/methodology/approach – The in-depth interview protocol used in the study is based on the Repertory Grid Technique, which elicits assumptions, beliefs, and values of respondents without imposing the researchers’ implicit frame of reference. Findings – The interviews generated 285 skill constructs. Respondents in this study report that they utilize a mix of technical, interpersonal, and conceptual skills. Interpersonal skills, especially communication and trust building, appear to be particularly prevalent among the many skills used by executives to perform their leadership tasks. Research limitations/implications – Because this is an exploratory study, its findings cannot yet be generalized to other contexts. Therefore, the paper concludes with some propositions for further research. Practical implications – The study may have implications for the design of curricula to prepare people to assume leadership positions in nonprofit organizations. Originality/value – This study uses a distinctive methodology to elicit from nonprofit leaders their assumptions and beliefs about the skills they use to perform leadership tasks. In this respect, the findings are grounded in the frames of reference of the subjects, not those of the researchers.

PurposeThe purpose of this study is to analyze how strategic planning is used as critical success factors (CSF’s) in not-for-profit (NFP) organizations. This was because many nonprofits had to innovate their operations owing to the global fiscal crises, the continuing international economic instability, natural disasters or the increasing man-made worldwide terrorism. Additionally, the objective is to identify what successful nonprofit organizations actually do to remain effective at the national association level of analysis. Design/methodology/approachA constructivist research design ideology is applied (in contrast to the customary positivist philosophy to collect quantitative). The literature is critically reviewed to identify NFP CSF’s and terms such as capacity building. NFP institutions are theoretically sampled using US-based retrospective data to identify practitioner CSF activities. Applying a constructivist research design ideology, the theoretical CSF’s from the literature review are compared to practitioner activities. Representatives of NFP organizations are invited to participate in a strategic planning exercise to identify the most important CSF’s from the literature and practice that would be needed in the future. FindingsSeven of the nine United Nations NFP capacity building CSF’s are similar to NFP nine practitioner best practices. In comparison to the general literature, NFP practitioners applied leadership, strategic planning, innovation, documented procedures/training, human/technology resource management, financial management, accountability practices, ethical standards with professional communications policies, collaborative fundraising and marketing initiatives along with performance success evaluations. Research limitations/implicationsThe sample was drawn theoretically from 44 nonprofit state-centered institutions in the USA. Although statistically the results pertain strictly to US-based nonprofits, the principles should generalize to other countries as revealed by the similarity with United Nations innovation and strategic planning recommendations. Originality/valueThe authors applied a strategic planning exercise with the 44 participants at their recommendations to prioritize the CSF’s. The result was an innovative SWOT-TOWS diagram that summarized how the nine CSF’s were prioritized and grouped into the three categories of market performance, ethical responsibility and human resources.

Purpose Micro organizational behavior – an individual level of analysis (i.e. motivation, personality, attitudes, learning, etc.). Meso organizational behavior – team/group level of analysis (i.e. communication, team dynamics, power, politics, etc.). Macro organizational behavior – an organizational level of analysis (i.e. strategy, structure, culture, control, etc.). Marketplace or external environment (PESTEL analysis). Research methodology The research was conducted by a consultant in the role of a participant-observer. Case overview/synopsis The focus of the case is a disguised nonprofit organization, the American-Netherlands Foundation (AmNet), based in Chicago. The organization faced leadership and organizational challenges related to conflicting strategic and operational priorities among the board of trustees, the president and staff. An unexpected contribution of $750,000 increased the salience of these differences. The case provides students an excellent opportunity to apply their analytical skills and knowledge gained in a management and business course. Complexity academic level Organizational behavior; organizational design; organizational development; and organizational theory. Levels – upper-level undergraduate through first-year MBA students.

Abstract: This study is set out to investigate “Leadership and management in nonprofit organization: perspective from Nigeria”. Relevant data were drawn from selected staff and managers from selected non-profit organizations in Lagos, using a wellstructured questionnaire. The result of the findings revealed that there is a significant impact of leadership on the performance of nonprofit organizations in Nigeria and that there is a significant relationship between management and the performance of nonprofit organizations in Nigeria and finally lack of funds and the current economic situation is a problem facing management and leadership of non-profit organizations in Nigeria. It was concluded that managers of non-profit organization must possess extra ordinary qualities of leadership to move their organizations forward. The study recommended that managers in non-profit organizations need to expand their leadership and management skill sets in order to strengthen the organizations and help effectively manage the running’s of these organizations.

OBJECTIVES/SPECIFIC AIMS: This presentation will highlight the framework, domains, and approaches of the “Engaging the Voice of the CTS Customer and Collaborator System” created at the University of Minnesota Clinical and Translational Science Institute (CTSI) in response to the need to improve the stakeholder engagement, quality, efficiency, consistency, and transparency of the clinical and translational work. This system addresses 3 important results-based accountability measures/questions: “What should we do?”, “How well did we do it?”, and “Is anyone better off?”. According to Woolf (2008), “translational research means different things to different people.” Social networks and systems that support translational processes and outcomes are complex, nonlinear, and multidisciplinary (Smith et al., 2017). In this highly uncertain and fluid context, the input of program stakeholders is paramount to move translation forward. NCATS Strategic Plan (2016) directs the grantees to engage patients, community members and nonprofit organizations meaningfully in translational science and all aspects of translational research. Engagement of stakeholders throughout the lifecycle of a translational research project ensures the project processes and outcomes are relevant to and directly address their needs and will be more readily adopted by the community. “Customer” (among other terms are Beneficiary, Collaborator, Client, Community, Consumer, Service User, etc.) is a person, organization, or entity who directly benefits from service delivery or program (Friedman, 2005). Customers can be: direct and indirect, primary and secondary, internal and external. Our analysis of CTS stakeholders (“Who are our customers/collaborators?”) produced the following list of customers and collaborators: researchers, University departments, translational science workforce, patients, community members and entities, nonprofit organizations, industry collaborators, NCATS/NIH, CTSA hub partners, and CTSI staff. The “Voice of the Customer” (VOC) is the term used to describe the stated and unstated needs or requirements of the program’s customer. The “voice of the customer” is a process used to capture the feedback from the customer (internal or external) to provide the customers with the best quality of service, support, and/or product. This process is about being proactive and constantly innovative to capture the changing needs of the customers with time. Related to the VOC is the concept of user innovation that refers to innovations developed by consumers and end users. Experience shows that sometimes the best product or a process concept idea comes from a customer (Yang, 2007: p. 20). Capturing and utilizing such ideas are also relevant to VOC and can be operationalized and implemented as a valuable strategy. The University of Minnesota CTSI’s key objectives, goals, and uses of engaging the VOC and collaborator are as follows: (1) Engage CTSA customers (“relevant stakeholders”) in multiple aspects of translational science and look for opportunities to include their perspective (per NCATS strategic principles). (2) Inform continuous improvement, strategic management, and M&E efforts, the identification of customer needs and wants, comprehensive problem definition and ideation, new concept development and optimization. (3) Synergize NCATS and partner expectations and campus/hub needs. (4) Translate VOC into functional and measurable service requirements. METHODS/STUDY POPULATION: A case study of the programmatic and methodological approach/technique development. The VOC at the UMN CTSI has been captured in a variety of ways: regular and ad hoc surveys, interviews, focus groups, Engagement Studios, formal call for patient/community ideas and proposals, informal conversations, customer/community membership and participation in the Advisory Boards and Executive Leadership Team meetings, and observations. Our VOC variables and metrics assess customer needs, wants, knowledge, and skills; customer satisfaction with processes and outcomes; and customer ideas for improvement and innovation. The ensuing customer feedback and other data have been used to identify and incorporate the important attributes needed in the CTSI processes, products, and dissemination. UMN CTSI partners in engaging and capturing the VOC include our past, current, and potential customers and collaborators, communities, program staff and service providers, program administration, communication staff, M&E team, internal and external data collectors. RESULTS/ANTICIPATED RESULTS: The proposed comprehensive approach shows sound promise to enhance customer and collaborator engagement, critical thinking, learning, strategic management, evaluation capacity and improvement within clinical and translational science organizations. DISCUSSION/SIGNIFICANCE OF IMPACT: This structured approach’s impact is significant in that it fills the current gap in the practice, literature, and methodology and offers a practical example of a “practice that works” for CTR (and other) organizations and programs striving to improve their stakeholder engagement and program impact. Leveraging and synergizing the VOC and community engagement approaches can help CTS organizations advance beyond capturing individual project/service experiences to drawing a holistic portrait of an institution-level (and, potentially, a nation-level) translational science program.ReferencesFriedman M. Trying Hard Is Not Good Enough: How to Produce Measurable Improvements for Customers and Communities. Trafford, 2005.National Center for Advancing Translational Sciences. NCATS Strategic Plan [Internet], 2016. NIH (https://ncats.nih.gov/strategicplan)Smith C,et al. Toward a science of translational science. Journal of Clinical and Translational Science 2017; 1: 253–255.Woolf SH. The meaning of translational research and why it matters. JAMA 2008; 29: 211–213.Yang, K. Voice of the Customer Capture and Analysis. US: McGraw-Hill Professional, 2007.

PurposeThe purpose of this paper is to discuss the evolution of crisis communication and management along with its inclusion into the field and practice of emergency management. This paper also discusses the inclusion of nonprofit organizations and the need for these organizations to engage in crisis communication planning and strategy creation to address the diverse and numerous crises that nonprofits are at risk of experiencing.Design/methodology/approachThis paper utilizes a systematic literature review of crisis communication planning tools and resources focused on nonprofit organizations to derive best practices and policy needs.FindingsThe resources analyzed provide foundational insight for nonprofit organizations to proactively develop plans and strategies during noncrisis periods to support their organization when a crisis occurs.Research limitations/implicationsLimitations of this paper include limited academic research and practical resources related to nonprofit organizations and crisis communication planning. As such, several potential avenues for empirical research are discussed.Practical implicationsThis paper provides considerations for nonprofit organizations engaging in crisis communication planning and aspects leaders need to partake in to reduce or eliminate the risk of facing an operational or reputational crisis.Social implicationsThis paper highlights the critical need to generate a crisis communication plan due to the diverse crises nonprofit organizations face and their connection to the emergency management structure. Understanding the crisis and utilizing a crisis communication plan allows nonprofit organizations a way to strategically mitigate the impact of a crisis while also providing essential services to their respective communities and maintain their overall stability.Originality/valueThis paper is unique in its analysis of crisis communication planning resources and creation of a planning framework to assist nonprofit organizations in their planning efforts.

Purpose – The purpose of this paper is to investigate the relationship between visionary leadership and the perception of organizational effectiveness in nonprofit organizations. Leaders with high levels of transformational leadership were predicted to be reported as having more effective organizations. Design/methodology/approach – Data from 135 executive organizational leaders and 221 of their subordinates were collected from 52 various nonprofit organizations across USA. Leaders completed measures of leadership behavior and perceived organizational effectiveness, while followers provided ratings of their perspective leaders’ leadership style, organizational effectiveness, and organizational change magnitude. Findings – Significant relationships were found between visionary leadership and perceived organizational effectiveness. Regression analysis also showed some significant correlations between high leadership behaviors and perceived organizational effectiveness. Visionary leaders with high leadership skills facilitated the greatest perceived organizational effectiveness in their respective organizations. Practical implications – Leaders wishing to improve their organization's effectiveness may wish to adopt a visionary leadership style. Visionary leaders develop practices through executive training and development that would hone their skills to significantly impact organizational effectiveness. Originality/value – This paper contributes to the existing literature focussed on the relationship between leadership styles and organizational effectiveness. Different aspects of these variables were tested in order to provide a wider and more comprehensive understanding of the factors affecting nonprofit organizations and their employees.

Nonprofit organizational leaders (NOLs) face laws that require increased transparency and more oversight on funding allocations. Grounded by a conceptual framework of Hersey and Blanchard's situational leadership theory, Burns's transformational leadership theory, and Greenleaf's servant leadership theory, this multiple case study was developed to explore the leadership strategies of NOLs who implemented requirements of New York's Non-Profit Revitalization Act to increase funding allocations to support fulfillment of the organizational mission and achieve sustainability. The study population comprised NOLs from the Northeastern United States, who implemented requirements of the Non-Profit Revitalization Act requirements. Face-to-face semistructured interviews with 5 NOLs, a review of organizational documents, and member-checking were used to collect data for the study. Data were analyzed using a framework method to determine themes, visualization to code the data, and methodological triangulation to validate themes. Three main themes emerged from the data analysis: strategies for building and maintaining relationships increased funding allocations and sustainability, trust and accountability strategies improved organizational mission achievement and funding allocations, and strategies for higher standards and expectations improved sustainability. The findings from this study may contribute to positive social change by providing insight to NOLs about the need to create leadership strategies to build relationships and trust with stakeholders while operating a more responsible nonprofit organization, thereby creating a better connection between organizational systems and increasing service effectiveness.

This study examined the function of complexity leadership in the generative emergence of new ideas in a high-performance nonprofit organization. The conceptual framework for the study combines Uhl-Bien, Marion, & McKelvey’s (2007) Complexity Leadership Theory with Lichtenstein’s (2014) concept of generative emergence in order to investigate the growth of new ideas in high performance nonprofit organizations. The study was conducted at Goodwill Industries of Central Indiana (GICI), a high performing nonprofit that is one of 162 local Goodwill member agencies that make up Goodwill Industries International (GII).

This empirical case study examined the emergence and successful operation of one innovative idea—the creation and operation of public charter high schools—with GICI’s operating territory. Data was collected through interviews with GICI leaders, board members, and community leaders, well a review of documents pertinent to the case. Merrriam’s (2009) case study framework guided the collection of the data, and coding followed the process outlined by Saldaña (2013).

The study identified numerous specific leadership actions as they appeared through each stage of the generative emergence process. These were coded and analyzed through the lens of CLT in order to address the study’s research questions. Case findings determined that, in high-performing nonprofits, the function of complexity leadership in the generative emergence of new ideas is to identify, interpret, and respond to specific system behaviors so that the idea has the best possible chance to reach its full potential.

The study shows that if a high performing non-profit organization is to employ complexity leadership to successfully grow and implement new, innovative ideas via generative emergence, a mix of administrative, enabling, and adaptive leadership actions must be employed during each phase of the process. The study has implications for both CLT and Generative Emergence because it provides specific, empirical examples of the elements articulated by each concept. The study offers implications for practice since the structure and definitions provided by both CLT and generative emergence may be helpful to organizations as they generate and manage the growth of new ideas.

Nonprofit organization leaders face increased performance and sustainability challenges due to reduced funding. Approximately 72% of nonprofit revenues required for the sustainability of nonprofit organizations come from program services, which are threatened by ineffective improvement strategies and reduced program funding. Using the conceptual framework of total quality management, the purpose of this multicase study was to explore strategies that nonprofit leaders use to implement successful continuous improvement programs to increase revenue. The population for this study was leaders of nonprofit organizations in Delaware. Participants were purposefully selected for their successful experience in implementing continuous improvement strategies in nonprofit organizations. Data were collected via semistructured face-to-face interviews from 4 nonprofit organization leaders and review of publicly accessible, online organizational documents related to the implementation of continuous improvement programs. Data were analyzed using methodological triangulation through inductive coding of phrases and words. Three themes emerged from this study: leadership strategies for holistic focus on process improvement, leadership focus on organizational strategy, and specific focus on functions of leadership. Nonprofit leaders should embrace continuous improvement applications traditionally applied in for-profit sectors. Nonprofit leaders could apply continuous improvement strategies to enhance performance and boost revenue. Implications for positive social change include developing sustainability and longevity in nonprofit organizations to help nonprofit leaders address larger problems, such as homelessness, disease, lack of cultural acceptance, and environmental sustainability.

Many leaders of nonprofit organizations (NPOs) lack strategies to replace leaders who leave the organization. An organization is in jeopardy of survival without an effective leadership development and succession planning strategy. The purpose of this single case study was to explore strategies NPO leaders use to develop future generations for leadership roles within the organization. Data were collected from face-to face semistructured interviews with 4 executives and 2 directors of a NPO in Texas and a review of documents including organization manuals, organizational charts, the employee handbook, and a management-in-training course. The human capital theory and succession theory were used as the conceptual framework for this study. Yin's 5-step process guided the data-coding process, and member checking was used to validate transcribed data. Data analysis consisted of coding, thematic analysis, and key word analysis, which resulted in 4 major themes: the need for a formal succession plan, removal of barriers to succession planning, investment in human capital, and practices and processes for succession planning. The implications of this study for social change include contributing to the organization's stability and profitability, which might allow the organization to provide services for the community and continue the development of human capital. Nonprofit leaders can benefit from the findings of this study by developing sustainable practices and improving strategies to implement succession planning.

Through an explanatory, sequential mixed methods design with a constructivist frame, this research provides one of the first looks at full range leadership behaviors as shared among directors and explores the group dynamics at work within boards of nonprofit membership organizations. A sample of such organizations in one Midwestern state resulted in chief staff officer participation ( n = 7) in both a custom-designed online survey and a telephone interview, and director participation (n = 45) in a separate online survey, consisting primarily of the questions included in the Team Multifactor Leadership Questionnaire (Avolio & Bass, 1996), as well as telephone interviews with a sub-set of directors (n = 18).

Overall, participants reported high satisfaction with the leadership of their boards and perceptions of high board effectiveness. Directors cited transformational leadership behaviors, most predominantly idealized attributes, inspirational motivation, and idealized behaviors, as those their boards exhibit most often.

Quantitative data analyses resulted in insignificant correlations between the level of agreement among directors within each board—high in each participating organization—and both the board’s frequency of unanimous votes and the directors’ satisfaction with the leadership of the board. Qualitative data provided a more nuanced understanding of within board agreement with directors and chief staff officers seeking to increase the amount of questioning occurring during board deliberations.

Statistically, ratings of directors’ shared leadership behaviors, satisfaction with the leadership of the board, and perceived board effectiveness did not differ between directors and chief staff officers. In the majority of participating organizations, the chief staff officer does not hold a formal position on the board, but interview data surfaced a gate-keeper role for the chief staff officer, largely determining what warrants the board’s time and attention, and filtering the information that reaches the directors.

In building their board teams, the majority of participating organizations have competitive elections only sometimes or never, yet the majority of chief staff officers reported it is not difficult to find qualified board members. Of interview participants, both directors and chief staff officers ( n = 25), 88% stated their boards operate well as teams.

Both directors and chief staff officers in this study acknowledged influences of group dynamics on their efforts to lead their organizations, and the challenges to developing their boards as teams resulting from infrequent in-person meetings and the perception of limited time available from directors. However, directors expressed interest in strengthening their teams by getting to know their fellow directors better.

The meanings chief staff officers and directors in this study made of their boards and their roles in them offer a view into the phenomenon of nonprofit membership organizations’ boards as teams, a largely unexplored area of nonprofit research to date.

White administrators of nonprofit organizations are tasked with the challenge of making the right decisions when their nonprofit seeks to work in predominantly Black and Brown neighborhoods. They utilize their personal worldviews and instincts to carry out the mission of their organization. The problem is that White administrators use their own cultural beliefs as their guide, which typically is counterintuitive to the cultural beliefs of Black and Brown people in the neighborhoods they wish to serve. This disparity raises issues, barriers, and sometimes conflict between both groups, which further divides efforts of collaboration. This study investigates the assumptions, disparities, and paradoxes that exist and arise between administrators in a Whiteled nonprofit organization and residents in Communities of Color as they negotiate issues of trust, decision-making, and transformative practices through the context of a nonprofit agency’s mission and the neighborhood. By using portraiture, the assumptions, disparities, and paradoxes were examined utilizing the factors whereby groups engaged in relationship-building efforts. Employing one-to-one interviews, focus groups, observations, and documents allowed the researcher to answer the research questions through the portraits. These questions were centered on the understanding of the roles that White administrators and Black and Brown residents carry out in collaborative process efforts. Based on their understanding of these roles, the research sought to find a collaborative process that works. The findings revealed through the data that the Black and Brown residents and White-led administrators in nonprofits can achieve true collaborative practices through a more democratic approach. By understanding Black and Brown residents’ Community Cultural Wealth, both groups can engage in this democratic approach which benefits the mission of the nonprofit and empowers the Black and Brown residents.

This dissertation investigates factors that facilitate effective collaboration of networks functioning within the context of a federal homeless policy—the HEARTH Act of 2009. While the federal legislation encourages networked collaboration to address the incidence of homelessness, not all networks are effective in achieving their intended purpose. Using a nationwide sample of homeless networks, this research explores the role that nonprofit organizations play in the collaborative process and models the effect of individual leadership, nonprofit-led network, and community nonprofit capacity on two levels of network effectiveness—network and community—using multivariate regression modeling. Results indicate that nonprofits play a significant role as participants of the collaboration process and as leading agents of homeless networks. In addition, the variation in network effectiveness is explained by multidimensional factors.

Transformational leadership and employee engagement have been studied in the private sector, yet research in the nonprofit sector is scarce. Addressing this gap is important to improve nonprofit practices, as nonprofit organizations contribute to a myriad of social issues critical to positive social change. Using Burns's theory of transformational leadership, which places emphasis on motivating and inspiring performance through a shared vision and mission, the purpose of this quantitative study was to analyze the effects of transformational leadership on employee engagement in nonprofit organizations. The study also assessed whether locus of control acted as a mediating variable on employee engagement. Locus of control may explain differences in the effect of transformational leadership on engagement in those with an internal locus of control (self-motivating-lesser effect) versus an external locus of control (motivated by external forces-greater effect). Data were obtained from emailed surveys of employees of 30 nonprofit organizations (N = 155). The surveys consisted of the Multifactor Leadership Questionnaire, the Utrecht Work Engagement Scale, and the Work Locus of Control Scale. Multiple logistic regression revealed a significant positive relationship between transformational leadership and employee engagement. No significant evidence was found to indicate that locus of control acted as a mediating variable with regard to engagement. Understanding the effect of transformational leadership on employee engagement may enable nonprofit organizations to improve their effectiveness in programs and services, thereby contributing to positive social change.

The levels of organizational performance (OP) achievable from a dollar investment in information and communications technologies (ICT) remains elusive. A consensus exits among scholars and organizational leaders that effective use of ICT improves OP yet managers continue to struggle to justify investments in ICT. The purpose of this quantitative study was to explore and explain how investments in ICT related with OP. The study built on the resource-based view of the firm theoretical framework. A key question in the study was whether there existed a consistent, positive correlation between ICT investments, decision-making performance, and OP, and if so, explain the interdependence among the predictor and outcome variables. The sampling frame for the research was the major nonprofit organizations in Kenya. Data were collected using a tested and validated measurement instrument, and analyzed using SPSS software. Correlation, analysis of variance, and multiple regression analyses were used for data analysis and interpretation. Results revealed that not all investments in ICT correlate positively with OP. In fact, investments in some ICT systems did not correlate at all with OP. This study has implications for positive social change, it facilitates informed decision making that saves resources and thus improves social good. The study is expected to contribute to the body of knowledge on the effect of investments in ICT on the effectiveness of decision making and OP.

Crisis times are characterized by a dynamically changing and evolving need set that should be evaluated and acted upon with the least amount of latency. Though the established practice of response to rescue and relief operations is largely institutionalized in norms and localized; there is a vast sea of surging goodwill and voluntary involvement that is available globally to be tapped into and channelized for maximum benefit in the initial hours and days of the crisis. This is made possible with the availability of real-time, collaborative communication platforms such as those facilitated by Facebook, Google and Twitter. They enable building and harnessing real-time communities as an amorphous force multiplier to collate, structure, disseminate, follow-through, and close the loop between on-ground and off-ground coordination on information, which aids both rescue as well relief operations of ground response organizations. At times of emergencies, amorphous online communities of citizens come into existence on their own, sharing a variety of skill sets to assist response, and contribute immensely to relief efforts during earthquakes, epidemics, floods, snow-storms and typhoons. Since the Haiti earthquake in 2010 to the most recent Ebola epidemic, online citizen communities have participated enthusiastically in the relief and rehabilitation process. This chapter draws from real world experience, as authors joined forces to set up JKFloodRelief.org initiative, to help the government machinery during floods in the state of Jammu & Kashmir (JK) in India in September 2014. The authors discuss the structure and nature of shared leadership in virtual teams, and benefits of channelizing global goodwill into a purposeful, and sustained effort to tide over the initial hours when continued flow of reliable information will help in designing a better response to the crisis. The authors discuss the lessons learned into 5 actionable dimensions: first, setting up response-led citizen communities with distributed leadership structure, in coordination with the on-ground teams. Second, communicating clearly and consistently about sourcing, structuring, and disseminating information for both internal team challenges, solutions, and plans with shared goal-preserving policies, as well as external public awareness. Third, developing partner ecosystem, where identifying, opening communication lines, and involving key stakeholders in community ecosystem - corporates, nonprofits, and government provide a thrust for large-scale timely response. Fourth, complementing and catalyzing offline efforts by providing a public outlet for accountability of the efforts, which recognizes actions in both off-ground and on-ground environments for volunteers, key stakeholders and citizens. Lastly, the fifth dimension is about follow-up & closure, with regrouping for assessing role, next steps, and proper acknowledgement of various stakeholders for a sustainable partnership model, in addition to communicating outcome of the efforts transparently with every stakeholder including citizen donors to ensure accountability. With the extensive description of each of these dimensions via narrative of experiences from the JKFloodRelief.org initiative, the authors aim to provide a structure of lessons learned that can help replicate such collaborative initiatives of citizens and organizations during crises across the world.

This chapter analyzes servant leadership theory from the perspective of Islamic nonprofits. It is one of the rare management science approaches to examining Islamic nonprofits and waqfs. Definitions and characteristics of servant leaders are derived from major studies on servant leadership, and outcomes for nonprofit organizations are discussed based on available evidence in the literature. Servant leadership is compared to other major leadership theories and examined in cultural context. Although the studies in the West dominate the servant leadership literature, it is argued that the philosophy of a servant leader is deeply rooted in other cultures and faiths, particularly Islamic tradition. The author examines whether servant leadership fits the leadership definitions in recent studies on Islamic leadership. There is also a comparison of the Organizational Leadership Assessment (OLA) for servant leadership and the Islamic Leadership Inventory (ILI). The author points to gaps in the literature and provides suggestions for future research.

This chapter provides information regarding the importance of interpersonal communication in work settings. Whether in corporations or in educational settings, effective interpersonal communication is paramount, and required to ensure that pertinent information is properly conveyed. This is important to strategic leadership in that much thought and discussion must be focused on how, when, where, and what leaders communicate. If these elements are properly considered, organizations will be better positioned to benefit from positive outcomes yielded from a strategic approach to communication. Interpersonal communication is an abstract element that has significant implications for all organizations.

This chapter focuses on analyzing how communication management can improve transparency and trust in nonprofit organizations. Several examples of Spanish and international nonprofit organizations that are developing effective communication plans and actions to improve their engagement and reputation with citizens are explained through case study methodology. Fund raising, the use of Internet and social media, advocacy, new narratives, and how to spread their activities are the areas where civil society organizations are developing their innovative communication actions. The analysis is made under a model of three objectives or levels: marketing, information, and participation, and under the perspective that transparency is a value that a nonprofit organization should use as the same way as communication management. If transparency and communication management are added, the result could achieve notoriety, trust, and reputation for nonprofit sector.

Social Engineering, in view of the current dependence of information systems and information and communication technologies organizations, is of great interest in creating conditions, in order to reduce the threats and vulnerabilities, to which organizations are exposed. Thus, Social Engineering is considered to have emerged as a serious threat in virtual communities and is an effective way of attacking information systems, by creating conditions in order to jeopardize business continuity. The article presents the problem in the field of Information Security, emphasizing concerns in the field of Social Engineering in view of the vulnerabilities to which the generality of organizations is exposed. The research methodology adopted is Design Science Research, given the specificity of the problem. The main results are the literature review in the field of Social Engineering, with special emphasis on attack models and a reflection of the real-world professional experience.

As with all their assets, organizations need management when it comes to their reputation. Having a successful corporate reputation is closely related to how corporations manage their existing reputation. The main components of long-term corporate reputation are categorized as appealing to emotions, product and service quality, vision and leadership, financial performance, workplace environment and social responsibility (Fombrun et al., 2013: 253). Among these components, financial performance is positioned as one of the main factors that come to the fore especially in crisis situations. Financial performance is also an effective factor in building trust in all relationships established with the target audience. Therefore, organizations should reflect their financial performance with a good corporate communication strategy in order to create a solid corporate reputation based on trust. The Covid-19 pandemic, which affected the whole world in 2019, negatively affected many corporations in Turkey economically. In the face of this situation, which can be described as a global crisis, corporations carried out corporate communication activities that support corporate reputation management in order to turn the crisis into an opportunity. It is seen that especially the financial performances of the corporations are highlighted among these activities carried out with the aim of strengthening the positive image of the corporations in the eyes of their stakeholders and the public. Within the scope of this research, the press releases published by five companies operating within the automotive sector in Turkey, among the sectors given in the Sectoral Impact of Covid 19 on the Economy report of Global Times (2020), were examined through the content analysis method in the context of financial performance indicators. The purpose of the research is to reveal how organizations reflect their strategies, which include the elements that reflect their financial performance in their press releases, to the public. As a result of the research, the financial performance indicator that took the most place in all the press releases examined was determined as “competitive advantage”.

Information and Communication Technologies in the context of social organizations, enhance the definition of strategies to optimize the use of Information Systems in order to provide better support services to their users. The paper presents a real case of optimizing the current information system of a social organization in which it proposes to develop an integrative and multidisciplinary prototype incorporating sustainability concerns in the context of sustainable development objectives to improve cooperation between the Institution and its users. The methodology adopted was based on the literature review of the thematic and the case study. The main results point to the added value that a multidisciplinary and aggregator prototype can constitute in order to incorporate sustainability concerns in the technical, environmental, social, economic and individual fields.

Abstract Gender equality in the energy sector is still a challenge for the timely attainment of the United Nations Sustainable Development Goal (SDG) 5 on empowering women. To enable solutions roadmaps, the UN Expert Group on Resource Management launched "Women in Resource Management" in April 2019. This paper summarizes the initiative's progress to date and how it maneuvered through the pandemic, delivering several quick wins benefitting women in oil and gas, geothermal, and mining. The initiative focuses on the energy sector (Oil & Gas, Renewables, Mining). As per the UNECE - Gender 2020 annual report, "The Women in Resource Management aims to determine achievable, global outreach goals to explore how resource management can help attain SDG 5, recognizing the importance to provide women and girls with, inter alia, equal access to education and decent work, and that their representation in economic decision-making processes will fuel sustainable economies and benefit societies". Work done till May 2021 includes:Review of a series of resource management projects to evaluate challenges and opportunities in enhancing performance from the perspective of gender.Selection of cases and country-specific study cases that exemplify how SDG 5 aims could be applied in resource management. The initiative deliverables and timeline for the future include:Dialogues on policy, aimed to boost gender participation in resource managementA network of women engaged in resource management projectsWebinars with global outreachIssue recommendations for the consideration and incrementing the participation of gender in resource management A comparison of critical elements considered diagnostic for women's empowerment such as female workforce percentages, participation of women in leadership and technical roles across several segments of resource management will be assessed per region with a global outlook. Other indicators valuable for the proposed assessment will be shared in this paper covering communication programmes and tools, empowerment and knowledge-sharing workshops, strategies and frameworks to increase active participation and awareness of women and men on the importance of gender equality for the sustainability of the energy sector. The initiative's roadmap was shared to collectively join efforts in an initiative that needs to compel the related organizations and stakeholders to generate step-changing actions to attain SDG 5 by 2030 and fully benefit from the impacts of diversity and inclusion in resource management, which benefit the sector. The participation of women in technical, organizational and leadership roles in resource management is imperative to ensure the sustainability of the energy sector in actionable paths. The roadmap and quick wins shared in this paper will inspire governmental, private, not-for-profit, multilateral, and other organizations dealing with the complex objective of incrementing the participation of women in resource management. The pursuit of gender equality strategies enables the success of SDG 5, especially if done with a collaborative effort that creates social and economic value at a global scale. Immediate objectives of the future activities of this initiative are to shape teams to address and advance research, communication of best practices and opportunities in mining (minerals and U/To resources), Oil and Gas, Renewables (including groundwater) and Public Sector and Talent Development.

Attention to safety and health are of ever-increasing priority to industrial organizations. Good Safety is demanded by stockholders, employees, and the community while increasing injury costs provide additional motivation for safety and health excellence. Safety has always been a strong corporate value of DuPont and a vital part of its culture. As a result, DuPont has become a benchmark in safety and health performance. Since 1990, DuPont has re-engineered itself to meet global competition and address future vision. In the new re-engineered organizational structures, DuPont has also had to re-engineer its safety management systems. A special Discovery Team was chartered by DuPont senior management to determine the “best practices’ for safety and health being used in DuPont best-performing sites. A summary of the findings is presented, and five of the practices are discussed. Excellence in safety and health management is more important today than ever. Public awareness, federal and state regulations, and enlightened management have resulted in a widespread conviction that all employees have the right to work in an environment that will not adversely affect their safety and health. In DuPont, we believe that excellence in safety and health is necessary to achieve global competitiveness, maintain employee loyalty, and be an accepted member of the communities in which we make, handle, use, and transport products. Safety can also be the “catalyst” to achieving excellence in other important business parameters. The organizational and communication skills developed by management, individuals, and teams in safety can be directly applied to other company initiatives. As we look into the 21st Century, we must also recognize that new organizational structures (flatter with empowered teams) will require new safety management techniques and systems in order to maintain continuous improvement in safety performance. Injury costs, which have risen dramatically in the past twenty years, provide another incentive for safety and health excellence. Shown in the Figure 1, injury costs have increased even after correcting for inflation. Many companies have found these costs to be an “invisible drain” on earnings and profitability. In some organizations, significant initiatives have been launched to better manage the workers’ compensation systems. We have found that the ultimate solution is to prevent injuries and incidents before they occur. A globally-respected company, DuPont is regarded as a well-managed, extremely ethical firm that is the benchmark in industrial safety performance. Like many other companies, DuPont has re-engineered itself and downsized its operations since 1985. Through these changes, we have maintained dedication to our principles and developed new techniques to manage in these organizational environments. As a diversified company, our operations involve chemical process facilities, production line operations, field activities, and sales and distribution of materials. Our customer base is almost entirely industrial and yet we still maintain a high level of consumer awareness and positive perception. The DuPont concern for safety dates back to the early 1800s and the first days of the company. In 1802 E.I. DuPont, a Frenchman, began manufacturing quality grade explosives to fill America’s growing need to build roads, clear fields, increase mining output, and protect its recently won independence. Because explosives production is such a hazardous industry, DuPont recognized and accepted the need for an effective safety effort. The building walls of the first powder mill near Wilmington, Delaware, were built three stones thick on three sides. The back remained open to the Brandywine River to direct any explosive forces away from other buildings and employees. To set the safety example, DuPont also built his home and the homes of his managers next to the powder yard. An effective safety program was a necessity. It represented the first defense against instant corporate liquidation. Safety needs more than a well-designed plant, however. In 1811, work rules were posted in the mill to guide employee work habits. Though not nearly as sophisticated as the safety standards of today, they did introduce an important basic concept — that safety must be a line management responsibility. Later, DuPont introduced an employee health program and hired a company doctor. An early step taken in 1912 was the keeping of safety statistics, approximately 60 years before the federal requirement to do so. We had a visible measure of our safety performance and were determined that we were going to improve it. When the nation entered World War I, the DuPont Company supplied 40 percent of the explosives used by the Allied Forces, more than 1.5 billion pounds. To accomplish this task, over 30,000 new employees were hired and trained to build and operate many plants. Among these facilities was the largest smokeless powder plant the world had ever seen. The new plant was producing granulated powder in a record 116 days after ground breaking. The trends on the safety performance chart reflect the problems that a large new work force can pose until the employees fully accept the company’s safety philosophy. The first arrow reflects the World War I scale-up, and the second arrow represents rapid diversification into new businesses during the 1920s. These instances of significant deterioration in safety performance reinforced DuPont’s commitment to reduce the unsafe acts that were causing 96 percent of our injuries. Only 4 percent of injuries result from unsafe conditions or equipment — the remainder result from the unsafe acts of people. This is an important concept if we are to focus our attention on reducing injuries and incidents within the work environment. World War II brought on a similar set of demands. The story was similar to World War I but the numbers were even more astonishing: one billion dollars in capital expenditures, 54 new plants, 75,000 additional employees, and 4.5 billion pounds of explosives produced — 20 percent of the volume used by the Allied Forces. Yet, the performance during the war years showed no significant deviation from the pre-war years. In 1941, the DuPont Company was 10 times safer than all industry and 9 times safer than the Chemical Industry. Management and the line organization were finally working as they should to control the real causes of injuries. Today, DuPont is about 50 times safer than US industrial safety performance averages. Comparing performance to other industries, it is interesting to note that seemingly “hazard-free” industries seem to have extraordinarily high injury rates. This is because, as DuPont has found out, performance is a function of injury prevention and safety management systems, not hazard exposure. Our success in safety results from a sound safety management philosophy. Each of the 125 DuPont facilities is responsible for its own safety program, progress, and performance. However, management at each of these facilities approaches safety from the same fundamental and sound philosophy. This philosophy can be expressed in eleven straightforward principles. The first principle is that all injuries can be prevented. That statement may seem a bit optimistic. In fact, we believe that this is a realistic goal and not just a theoretical objective. Our safety performance proves that the objective is achievable. We have plants with over 2,000 employees that have operated for over 10 years without a lost time injury. As injuries and incidents are investigated, we can always identify actions that could have prevented that incident. If we manage safety in a proactive — rather than reactive — manner, we will eliminate injuries by reducing the acts and conditions that cause them. The second principle is that management, which includes all levels through first-line supervisors, is responsible and accountable for preventing injuries. Only when senior management exerts sustained and consistent leadership in establishing safety goals, demanding accountability for safety performance and providing the necessary resources, can a safety program be effective in an industrial environment. The third principle states that, while recognizing management responsibility, it takes the combined energy of the entire organization to reach sustained, continuous improvement in safety and health performance. Creating an environment in which employees feel ownership for the safety effort and make significant contributions is an essential task for management, and one that needs deliberate and ongoing attention. The fourth principle is a corollary to the first principle that all injuries are preventable. It holds that all operating exposures that may result in injuries or illnesses can be controlled. No matter what the exposure, an effective safeguard can be provided. It is preferable, of course, to eliminate sources of danger, but when this is not reasonable or practical, supervision must specify measures such as special training, safety devices, and protective clothing. Our fifth safety principle states that safety is a condition of employment. Conscientious assumption of safety responsibility is required from all employees from their first day on the job. Each employee must be convinced that he or she has a responsibility for working safely. The sixth safety principle: Employees must be trained to work safely. We have found that an awareness for safety does not come naturally and that people have to be trained to work safely. With effective training programs to teach, motivate, and sustain safety knowledge, all injuries and illnesses can be eliminated. Our seventh principle holds that management must audit performance on the workplace to assess safety program success. Comprehensive inspections of both facilities and programs not only confirm their effectiveness in achieving the desired performance, but also detect specific problems and help to identify weaknesses in the safety effort. The Company’s eighth principle states that all deficiencies must be corrected promptly. Without prompt action, risk of injuries will increase and, even more important, the credibility of management’s safety efforts will suffer. Our ninth principle is a statement that off-the-job safety is an important part of the overall safety effort. We do not expect nor want employees to “turn safety on” as they come to work and “turn it off” when they go home. The company safety culture truly becomes of the individual employee’s way of thinking. The tenth principle recognizes that it’s good business to prevent injuries. Injuries cost money. However, hidden or indirect costs usually exceed the direct cost. Our last principle is the most important. Safety must be integrated as core business and personal value. There are two reasons for this. First, we’ve learned from almost 200 years of experience that 96 percent of safety incidents are directly caused by the action of people, not by faulty equipment or inadequate safety standards. But conversely, it is our people who provide the solutions to our safety problems. They are the one essential ingredient in the recipe for a safe workplace. Intelligent, trained, and motivated employees are any company’s greatest resource. Our success in safety depends upon the men and women in our plants following procedures, participating actively in training, and identifying and alerting each other and management to potential hazards. By demonstrating a real concern for each employee, management helps establish a mutual respect, and the foundation is laid for a solid safety program. This, of course, is also the foundation for good employee relations. An important lesson learned in DuPont is that the majority of injuries are caused by unsafe acts and at-risk behaviors rather than unsafe equipment or conditions. In fact, in several DuPont studies it was estimated that 96 percent of injuries are caused by unsafe acts. This was particularly revealing when considering safety audits — if audits were only focused on conditions, at best we could only prevent four percent of our injuries. By establishing management systems for safety auditing that focus on people, including audit training, techniques, and plans, all incidents are preventable. Of course, employee contribution and involvement in auditing leads to sustainability through stakeholdership in the system. Management safety audits help to make manage the “behavioral balance.” Every job and task performed at a site can do be done at-risk or safely. The essence of a good safety system ensures that safe behavior is the accepted norm amongst employees, and that it is the expected and respected way of doing things. Shifting employees norms contributes mightily to changing culture. The management safety audit provides a way to quantify these norms. DuPont safety performance has continued to improve since we began keeping records in 1911 until about 1990. In the 1990–1994 time frame, performance deteriorated as shown in the chart that follows: This increase in injuries caused great concern to senior DuPont management as well as employees. It occurred while the corporation was undergoing changes in organization. In order to sustain our technological, competitive, and business leadership positions, DuPont began re-engineering itself beginning in about 1990. New streamlined organizational structures and collaborative work processes eliminated many positions and levels of management and supervision. The total employment of the company was reduced about 25 percent during these four years. In our traditional hierarchical organization structures, every level of supervision and management knew exactly what they were expected to do with safety, and all had important roles. As many of these levels were eliminated, new systems needed to be identified for these new organizations. In early 1995, Edgar S. Woolard, DuPont Chairman, chartered a Corporate Discovery Team to look for processes that will put DuPont on a consistent path toward a goal of zero injuries and occupational illnesses. The cross-functional team used a mode of “discovery through learning” from as many DuPont employees and sites around the world. The Discovery Team fostered the rapid sharing and leveraging of “best practices” and innovative approaches being pursued at DuPont’s plants, field sites, laboratories, and office locations. In short, the team examined the company’s current state, described the future state, identified barriers between the two, and recommended key ways to overcome these barriers. After reporting back to executive management in April, 1995, the Discovery Team was realigned to help organizations implement their recommendations. The Discovery Team reconfirmed key values in DuPont — in short, that all injuries, incidents, and occupational illnesses are preventable and that safety is a source of competitive advantage. As such, the steps taken to improve safety performance also improve overall competitiveness. Senior management made this belief clear: “We will strengthen our business by making safety excellence an integral part of all business activities.” One of the key findings of the Discovery Team was the identification of the best practices used within the company, which are listed below: ▪ Felt Leadership – Management Commitment ▪ Business Integration ▪ Responsibility and Accountability ▪ Individual/Team Involvement and Influence ▪ Contractor Safety ▪ Metrics and Measurements ▪ Communications ▪ Rewards and Recognition ▪ Caring Interdependent Culture; Team-Based Work Process and Systems ▪ Performance Standards and Operating Discipline ▪ Training/Capability ▪ Technology ▪ Safety and Health Resources ▪ Management and Team Audits ▪ Deviation Investigation ▪ Risk Management and Emergency Response ▪ Process Safety ▪ Off-the-Job Safety and Health Education Attention to each of these best practices is essential to achieve sustained improvements in safety and health. The Discovery Implementation in conjunction with DuPont Safety and Environmental Management Services has developed a Safety Self-Assessment around these systems. In this presentation, we will discuss a few of these practices and learn what they mean. Paper published with permission.

Sažetak: Jedna od posljedica pandemije korona virusa velik je šok i za europsko i za svjetsko gospodarstvo. Utjecaj na razne sektore i poduzeća ovisi o nizu čimbenika, među ostalim o mogućnosti prilagodbe radnih mjesta, odnosno načina obavljanja radnih zadataka u kontekstu epidemioloških mjera. Organizacije se suočavaju s potrebom novoga strateškog pristupa u organizaciji poslova, zaštiti zdravlja na radnome mjestu, komuniciranju u novim okolnostima, vođenju, motiviranju, te upravljanju prihodima i troškovima. U New Yorku se, primjerice, samo 14% od više od milijun službenika do sredine siječnja vratilo u svoje urede, čime su ugroženi mnogi mali poduzetnici (trgovine, restorani), ali i život na Manhattanu. Za vrijeme proljetnog zatvaranja 62% zaposlenih Amerikanaca radilo je od kuće, što je više nego dvostruko više u odnosu na nekoliko godina ranije. Mnogi su od njih izrazili zadovoljstvo brzom prilagodbom i učinkovitošću, međutim novija istraživanja pokazuju kako rad od kuće ima i negativnih učinaka, poput onih vezanih uz izravnu komunikaciju, dijeljenje znanja, kreativno rješavanje izazova, ali i odvajanje privatnog i poslovnog života. U ovome se radu analiziraju elementi kvalitete radnoga mjesta, načini prilagodbe i organizacije rada različitih djelatnosti u pandemijskim uvjetima, te prednosti i nedostaci rada od kuće / na daljinu u potrazi za odgovorom na pitanje je li budućnost u hibridnim radnim mjestima. Abstract: One of the consequences of the corona virus pandemic is a major shock to the economies worldwide. The impact on various sectors and companies depends on several factors, including the possibility of adapting jobs, i.e., the way of performing work tasks in the context of epidemiological measures. Organizations face the need for a new strategic approach in work organization, in workplace health protection, with communication under new circumstances, as well as in leadership, motivation, and revenue and cost management. In New York, for example, only 14% of more than a million employees returned to their offices by mid-January, threatening many small businesses (shops, restaurants) but also the living in Manhattan. During the spring lockdown, 62% of employed Americans worked from home which is more than twice as many as a few years earlier. Many of them expressed satisfaction with the quick adjustment and efficiency, but recent research shows that working from home also has negative effects, such as those related to direct communication, knowledge sharing, creative problem solving, but also the separation of private and business life. This paper analyses the elements of workplace quality, ways of adapting and organizing the work of different activities in pandemic conditions, and advantages and disadvantages of teleworking in search of an answer to the question of whether the future is in hybrid workplaces.