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Remund, David L., and Brooke W. McKeever. "Forging effective corporate/nonprofit partnerships for CSR programs." Journal of Communication Management 22, no. 3 (August 6, 2018): 309–26. http://dx.doi.org/10.1108/jcom-08-2017-0084.
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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.
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Kearns, Kevin P., Jonathan Livingston, Shelley Scherer, and Lydia McShane. "Leadership skills as construed by nonprofit chief executives." Leadership & Organization Development Journal 36, no. 6 (August 3, 2015): 712–27. http://dx.doi.org/10.1108/lodj-11-2013-0143.
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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.
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Strang, Kenneth David. "Strategic analysis of CSF’s for not-for-profit organizations." Measuring Business Excellence 22, no. 1 (March 19, 2018): 42–63. http://dx.doi.org/10.1108/mbe-07-2016-0035.
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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.
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Harper, Timothy, Barbara Norelli, Melanie Brandston, and Mary Taber. "AmNet." CASE Journal 16, no. 2 (February 22, 2020): 215–26. http://dx.doi.org/10.1108/tcj-03-2019-0019.
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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.
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Haruna, Joel Bulus. "Leadership and Management in Non-Profit Organization: Perspective from Nigeria." International Journal for Research in Applied Science and Engineering Technology 9, no. 9 (September 30, 2021): 1346–52. http://dx.doi.org/10.22214/ijraset.2021.38183.
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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.
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Volkov, Boris, Jennifer Cieslak, and Brook Matthiesen. "2360 Engaging, capturing, and integrating the voice of the customer and collaborator in a clinical and translational science program." Journal of Clinical and Translational Science 2, S1 (June 2018): 69–70. http://dx.doi.org/10.1017/cts.2018.252.
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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.
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Haupt, Brittany, and Lauren Azevedo. "Crisis communication planning and nonprofit organizations." Disaster Prevention and Management: An International Journal 30, no. 2 (January 8, 2021): 163–78. http://dx.doi.org/10.1108/dpm-06-2020-0197.
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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.
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Wallis, Joseph, and Brian Dollery. "Leadership and Economic Theories of Nonprofit Organizations." Review of Policy Research 22, no. 4 (July 2005): 483–99. http://dx.doi.org/10.1111/j.1541-1338.2005.00151.x.
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M. Taylor, Colette, Casey J. Cornelius, and Kate Colvin. "Visionary leadership and its relationship to organizational effectiveness." Leadership & Organization Development Journal 35, no. 6 (July 29, 2014): 566–83. http://dx.doi.org/10.1108/lodj-10-2012-0130.
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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.
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Nygren, David J., Miriam D. Ukeritis, David C. McClelland, and Julia L. Hickman. "Outstanding leadership in nonprofit organizations: Leadership competencies in Roman Catholic religious orders." Nonprofit Management and Leadership 4, no. 4 (1994): 375–91. http://dx.doi.org/10.1002/nml.4130040403.
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Lewis, Laurie. "Afterward: Communication Dynamics of Nonprofit and Voluntary Organizations." Management Communication Quarterly 35, no. 3 (June 2, 2021): 461–65. http://dx.doi.org/10.1177/08933189211017922.
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Regan, Kate. "Leadership Identity Formation in Nonprofit Human Service Organizations." Human Service Organizations: Management, Leadership & Governance 40, no. 5 (March 15, 2016): 435–40. http://dx.doi.org/10.1080/23303131.2016.1165044.
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Ruvio, Ayalla, Zehava Rosenblatt, and Rachel Hertz-Lazarowitz. "Entrepreneurial leadership vision in nonprofit vs. for-profit organizations." Leadership Quarterly 21, no. 1 (February 2010): 144–58. http://dx.doi.org/10.1016/j.leaqua.2009.10.011.
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Addams, H. Lon, Denise Woodbury, Tony Allred, and Joel Addams. "Developing Student Communication Skills While Assisting Nonprofit Organizations." Business Communication Quarterly 73, no. 3 (September 2010): 282–90. http://dx.doi.org/10.1177/1080569910376534.
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Fisher, Liz. "Book Review: The Nature of the Nonprofit Sector and Understanding Nonprofit Organizations: Governance, Leadership, and Management." Nonprofit and Voluntary Sector Quarterly 41, no. 6 (November 18, 2012): 1275–78. http://dx.doi.org/10.1177/0899764011433001.
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Beimers, David. "Strategic Leadership and Management in Nonprofit Organizations: Theory and Practice, 2nd edition." Journal of Baccalaureate Social Work 25, no. 1 (January 1, 2020): 249–51. http://dx.doi.org/10.18084/1084-7219.25.1.249.
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Goldkind, Lauri. "Strategic Leadership and Management in Nonprofit Organizations: Theory and Practice, Martha Golensky." Administration in Social Work 37, no. 5 (November 2013): 515–16. http://dx.doi.org/10.1080/03643107.2013.801305.
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Geer, Bobbi Watt, Jill K. Maher, and Michele T. Cole. "Managing Nonprofit Organizations: The Importance of Transformational Leadership and Commitment to Operating Standards for Nonprofit Accountability." Public Performance & Management Review 32, no. 1 (September 1, 2008): 51–75. http://dx.doi.org/10.2753/pmr1530-9576320103.
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Aboramadan, Mohammed, and Khalid Abed Dahleez. "Leadership styles and employees’ work outcomes in nonprofit organizations: the role of work engagement." Journal of Management Development 39, no. 7/8 (June 17, 2020): 869–93. http://dx.doi.org/10.1108/jmd-12-2019-0499.
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PurposeThis study aims to investigate the effects of transformational and transactional leaders’ behaviors on employees’ affective commitment and organizational citizenship behavior in the context of nonprofit organizations (NPOs). Additionally, this study attempts to examine the role of work engagement, as an intervening mechanism as work engagement in NPOs has been empirically neglected (Park et al., 2018).Design/methodology/approachData were conducted from 400 employees working in Italian NPOs in the North of Italy. For verifying the hypotheses of this study, structural equation modeling techniques were implemented.FindingsIt was found that both transformational and transactional leaderships influenced positively affective commitment and organizational citizenship behavior, and work engagement was revealed to have significant positive mediating effects on the relationship between the variables examined in this study.Practical implicationsThe results of this study may be beneficial to leaders and supervisors of NPOs, specifically regarding the influence of the leaders’ behaviors on the employees’ outcomes.Originality/valueDue to the limited number of studies conducted on leadership in nonprofit organizations, this study theoretically and empirically contributes to the leadership literature as it is the first study to investigate the two styles of leadership on work-related outcomes via work engagement in the nonprofit sector.
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Allen, Stuart, Bruce E. Winston, Gia R. Tatone, and Howard M. Crowson. "Exploring a model of servant leadership, empowerment, and commitment in nonprofit organizations." Nonprofit Management and Leadership 29, no. 1 (March 14, 2018): 123–40. http://dx.doi.org/10.1002/nml.21311.
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McMullin, Caitlin, and Paloma Raggo. "Leadership and Governance in Times of Crisis: A Balancing Act for Nonprofit Boards." Nonprofit and Voluntary Sector Quarterly 49, no. 6 (October 15, 2020): 1182–90. http://dx.doi.org/10.1177/0899764020964582.
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How has the COVID-19 pandemic impacted the roles of nonprofit boards? We reflect critically on the leadership and management activities of boards to understand the implications of the current crisis on governance. Employing a contingency approach to governance, we present a model of boards of directors’ leadership and management roles under four governance configurations as organizations navigate through the stages of the pandemic. We suggest that organizations with governance configurations that are more suited to predictable environments will generally experience greater shifts between management and leadership activities as they move through the stages of the COVID-19 crisis.
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Stewart, Amanda J., and Kerry Kuenzi. "The Nonprofit Career Ladder: Exploring Career Paths as Leadership Development for Future Nonprofit Executives." Public Personnel Management 47, no. 4 (July 13, 2018): 359–81. http://dx.doi.org/10.1177/0091026018783022.
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Pending leadership transitions in the nonprofit sector present a timely need to understand the career path to the executive position, but very few studies on nonprofit career paths have been conducted. A systematic study would help make sense of the existing leadership pipeline to the executive office and offer promising insights that contribute to theory building in the sector. This study investigates the career paths of a national random sample of nonprofit executives serving health and human service nonprofit organizations. Primary and secondary data were collected and analyzed on the experience, education, and credentials these executives hold. The analysis evaluates variations among career characteristics, as well as applies career typologies from within and beyond the nonprofit sector. Respondents also provided qualitative descriptions of their path to executive office, which are insightful about influencing factors that are beyond a resume’s depiction of credentials. The findings are rich in descriptive value and are discussed in light of their utility for nonprofit boards charged with executive selection responsibilities. Finally, the findings are also applied to formulate propositions for future research about how individual career movement may be shaping the nonprofit sector.
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He, Guohua, Ran An, and Patricia Faison Hewlin. "Paternalistic leadership and employee well-being: a moderated mediation model." Chinese Management Studies 13, no. 3 (August 5, 2019): 645–63. http://dx.doi.org/10.1108/cms-10-2018-0724.
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PurposeThis paper aims to explore the psychological mechanism in the relationship between paternalistic leadership (PL) and employee well-being (EWB) in cross-cultural nonprofit organizations. It also aims to further promote the integration of research on PL and self-concept by examining the relationship between PL and collective self-concept (CSC).Design/methodology/approachData were collected on 72 supervisors and 233 expatriate Chinese teachers from 42 Confucius Institutes and 15 Confucius classrooms in Canada and the USA.FindingsPL has a significant effect on EWB. Benevolent and moral leadership are positively related to CSC, while authoritarian leadership is negatively related to CSC. CSC mediates the relationship between PL and EWB. Furthermore, employees’ cross-cultural adaptability positively moderates the relationship between CSC and EWB; the indirect effect between PL and EWB via CSC is stronger for employees with stronger cross-cultural adaptability.Originality/valueThis is the first study that has examined the psychological mechanism under which PL affects EWB in cross-cultural nonprofit organizations. It contributes to the integration of research on PL and CSC by examining its relationship for the first time. It provides important implications for improving the well-being of expatriate employees in cross-cultural organizations.
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Penley, Larry E., and Brian Hawkins. "Studying Interpersonal Communication in Organizations: A Leadership Application." Academy of Management Journal 28, no. 2 (June 1985): 309–26. http://dx.doi.org/10.5465/256203.
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Levesque, Mario. "Leadership as Interpreneurship: A Disability Nonprofit Atlantic Canadian Profile." Politics and Governance 8, no. 1 (March 5, 2020): 182–92. http://dx.doi.org/10.17645/pag.v8i1.2505.
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The entrenchment of the neoliberal state and rise of populist leaders has marginalized the role of voluntary organizations in society. This presents significant challenges for nonprofit leaders in economically challenged areas as it erodes their ability to protect and serve vulnerable populations. Attention turns to maintaining hard fought gains at the expense of making progress. Yet doing so requires new skills and leadership styles to manage organizational change where innovation and transformation are key. Based on 42 qualitative interviews with disability nonprofit leaders in Atlantic Canada, our study aims to characterize this transformation. Using Szerb’s (2003) key attributes of entrepreneurship that distinguish between entre-, intra-, and <em>inter</em>preneurs, we find disability leaders have become <em>inter</em>preneurs. We find a strong emphasis on networked service delivery underscoring shared goals, risks and responsibilities, and resources. For disability leaders, cultivating relationships and strong communication skills are essential. In the face of populist desires for state retrenchment, we question how long this collective response can hold given ongoing economic challenges.
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Hatcher, William, and Augustine Hammond. "Nonprofit Economic Development Organizations and the Institutional Arrangement of Local Economic Development." Journal of Public and Nonprofit Affairs 4, no. 1 (April 1, 2018): 21. http://dx.doi.org/10.20899/jpna.4.1.21-40.
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In the United States, local economic development is increasingly being managed by nonprofit organizations. However, the institutional arrangement of local economic development is an understudied topic in the scholarly literature on nonprofit management and leadership. This paper examines why communities select nonprofits to manage economic development and the effect this institutional arrangement has on local development policy. We hypothesize that the form of local government and the population size of a community are variables affecting the likelihood that a community will select a nonprofit organization for economic development. Additionally, we argue that nonprofit organizations manage economic development differently than agencies directly controlled by local governments. Thus, organizational types influence economic development policy outcomes. To examine the paper’s hypotheses, we use data from the International City/County Management Association’s (ICMA) 2014 economic development survey. The paper’s analysis provides evidence that smaller cities, compared with larger communities, are more likely to select nonprofit organizations to manage economic development, and it appears the selection of a nonprofit to manage economic development influences the type of development tools used by communities.
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O’Boyle, Ian, David Shilbury, and Lesley Ferkins. "Toward a Working Model of Leadership in Nonprofit Sport Governance." Journal of Sport Management 33, no. 3 (May 1, 2019): 189–202. http://dx.doi.org/10.1123/jsm.2018-0227.
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The aim of this study is to explore leadership within nonprofit sport governance. As an outcome, the authors present a preliminary working model of leadership in nonprofit sport governance based on existing literature and our new empirical evidence. Leadership in nonprofit sport governance has received limited attention to date in scholarly discourse. The authors adopt a case study approach involving three organizations and 16 participant interviews from board members and Chief Executive Officers within the golf network in Australia to uncover key leadership issues in this domain. Interviews were analyzed using an interpretive process, and a thematic structure relating to leadership in the nonprofit sport governance context was developed. Leadership ambiguity, distribution of leadership, leadership skills and development, and leadership and volunteerism emerged as the key themes in the research. These themes, combined with existing literature, are integrated into a preliminary working model of leadership in nonprofit sport governance that helps to shape the issues and challenges embedded within this emerging area of inquiry. The authors offer a number of suggestions for future research to refine, test, critique, and elaborate on our proposed working model.
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Fuller, Ryan P., and Antonio La Sala. "Crisis Communication Preparedness Practices Among U.S. Charitable Organizations: Results From a National Survey." SAGE Open 11, no. 2 (April 2021): 215824402110145. http://dx.doi.org/10.1177/21582440211014516.
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Organizations should prepare for crises, through identifying crisis concerns, having written crisis communication plans, and designating teams for crisis planning and response, for example. Nonprofit organizations, which represent an important sector of U.S. society, are no different in needing to prepare, but to date, a review of their crisis communication preparedness is lacking. Therefore, a national online survey of 2,005 U.S. charitable organizations was administered to determine nonprofit organizations’ adoption of an anticipatory perspective of crisis management. The anticipatory perspective shifts the organization’s focus from reaction to crises to anticipation of them. According to the survey, 75% of organizations reported at least one organizational crisis in the 24 months prior to taking the survey (circa 2017–2019). Loss of a major stakeholder was the most common organizational crisis that had occurred and the greatest future concern. Most nonprofits (97.5%) reported implementing some crisis communication preparedness tactics. Importantly, charitable organizations can enact communication preparedness tactics without significantly detracting from program delivery. Moreover, given the general concerns within the sector, nonprofit organizations should prepare specifically for loss of a major stakeholder and technologically created crises such as data breaches and negative word of mouth on social media.
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Mayr, Marcel Lee, and Silke Boenigk. "Knowledge Management in Public and Nonprofit Organizations: A Transactive Memory and Employee Perspective." Zeitschrift für öffentliche und gemeinwirtschaftliche Unternehmen 42, no. 1-2 (2019): 155–75. http://dx.doi.org/10.5771/0344-9777-2019-1-2-155.
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Both public and nonprofit organizations are increasingly relying on teams to solve tasks that are too complex or multifaceted for individuals to solve on their own. The coordination, processing and sharing of internal knowledge on projects and tasks is therefore of growing importance within a systematic internal stakeholder management. Theoretically, this study draws on the transactive memory system (TMS) approach to explain the development of knowledge management and its possible positive effects on team performance and job satisfaction. Data from 86 team leaders and 414 team members of 5 public and 5 nonprofit organizations was collected and analyzed. The results reveal that a team-oriented transformational leadership style has an impact on the development of a functioning transactive memory system. We also find a moderating effect of task complexity on the relationship between TMS and team performance. In addition, the findings suggest that an individual-focused leadership style is positively related to job satisfaction. Finally, we find a cross-level effect of a transactive memory system on individual job satisfaction.
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Cho, Moonhee, Tiffany Schweickart, and Abigail Haase. "Public engagement with nonprofit organizations on Facebook." Public Relations Review 40, no. 3 (September 2014): 565–67. http://dx.doi.org/10.1016/j.pubrev.2014.01.008.
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Murphy, PhD, Haley, and Jason Pudlo, PhD Candidate. "Bridging cultures: Nonprofit, church, and emergency management agency collaboration after the May 2013 Oklahoma tornado outbreak." Journal of Emergency Management 15, no. 3 (May 1, 2017): 157. http://dx.doi.org/10.5055/jem.2017.0325.
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Community-based organizations, such as nonprofit organizations (NPOs) and churches, play an important role in helping individuals and communities bounce back after a disaster. The nature of disasters requires organizations across sectors to partner together to provide recovery services; however, collaboration is difficult even in times of stability and requires trust and communication to be built through prior collaborative relationships. These prior relationships rarely exist between the majority of the nonprofit sector, churches, and existing emergency management structures. Furthermore, these organizations often have very different cultures, values, and norms that can further hinder successful postdisaster collaboration. The authors use data collected from interviews with nonprofit and church leaders involved in recovery efforts after a series of devastating storms impacted central Oklahoma in 2013 to understand how well nonprofit and church leaders perceive their organizations collaborated with each other and with government and emergency management agencies in response and recovery efforts. Interview data suggest that NPOs and churches without a primary or secondary mission of disaster response and recovery have a difficult time collaborating with organizations involved in existing emergency management structures. The authors suggest that nonprofits with a primary or secondary purpose in disaster response are a potential bridge between other nonprofits and emergency management agencies.
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Norris-Tirrell, Dorothy, Jennifer Rinella, and Xuan Pham. "Examining the Career Trajectories of Nonprofit Executive Leaders." Nonprofit and Voluntary Sector Quarterly 47, no. 1 (July 24, 2017): 146–64. http://dx.doi.org/10.1177/0899764017722023.
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Although much has been written about the need for effective nonprofit leadership and management, less attention has been paid to the unique career paths taken by professionals who occupy the highest nonprofit staff positions. This study investigated who is serving in the role of executive leader of nonprofit organizations and the variables that may affect reaching the CEO position. Data for this research included a random sample of LinkedIn profiles of local and regional leaders from 12 national nonprofit organizations. K-modes cluster analysis and multiple regression modeling revealed clues for understanding the career trajectories of current top leaders and resulted in the development of a new typology for nonprofit executive career paths. Significant factors affecting the path to the CEO role included gender, education, age, mission-focused career, and sector-specific experience. These findings inform nonprofit professional career decision making and guide boards in the executive selection process.
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Formentin, Melanie, and Denise Bortree. "Giving from the heart: exploring how ethics of care emerges in corporate social responsibility." Journal of Communication Management 23, no. 1 (February 13, 2019): 2–17. http://dx.doi.org/10.1108/jcom-09-2018-0083.
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PurposeThe purpose of this paper is to examine philanthropic partnerships between donor organizations and nonprofits and how ethics of care may play an important role in the quality of relationship between the partners.Design/methodology/approachIn total, 29 in-depth interviews were conducted with communications professionals at nonprofit organizations to understand how their partnerships with national sport organizations benefited their organizations and how characteristics of the sport organizations’ communication and behavior have consequence for their partners.FindingsThe four dimensions of ethics of care (building trust, showing mutual concern, promoting human flourishing and responsiveness to needs) clearly emerged as the most beneficial ways sport organizations engage with their nonprofit partners.Research limitations/implicationsThis study introduces the concept of ethic of care into the CSR literature and suggests that ethics of care may play an important role in relationship management with key publics.Practical implicationsPractically, this study offers insights for corporate partners about the way their communication and behavior influence nonprofits, and it suggests ways that corporations can improve their work with partners to create a more productive relationship.Originality/valueThis is one of the first studies to use ethics of care to examine the relationship of CSR partnerships and the first to conduct a study with sport organizations.
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Li, Hui. "Leadership succession and the performance of nonprofit organizations: A fuzzy‐set qualitative comparative analysis." Nonprofit Management and Leadership 29, no. 3 (September 26, 2018): 341–61. http://dx.doi.org/10.1002/nml.21339.
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Takos, Nick, Duncan Murray, and Ian O’Boyle. "Authentic Leadership in Nonprofit Sport Organization Boards." Journal of Sport Management 32, no. 2 (March 1, 2018): 109–22. http://dx.doi.org/10.1123/jsm.2017-0282.
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To learn more about effective leadership of sport organizations, this study explored board member interactions in nonprofit sport boards and specifically the construct of authentic leadership and its impact on board functioning. This somewhat contrasts with the extant research on governance and boards, which has often focused on elements, such as structure, process, and policy. Scholars have often explored the leadership theme within sport at the individual, coach, team, and sport department level. Limited attention has been afforded to studying leadership within the sport governance domain, although the importance of gaining a greater understanding of this area has been noted by both industry and researchers alike. A case study investigation of the Australian Football League exploring authentic leadership in Australian Football League club boards is presented in this paper. Ten Australian Football League clubs took part in the study, and 51 in-depth interviews were conducted with participants (board members) from clubs located across Australia. Interviews were analyzed using an interpretive process, and a thematic structure relating to leadership, board dynamics, and authenticity was developed. Ultimately, three key components of authenticity emerged as highly influential on board effectiveness: relational orientation, self-awareness, and balanced processing. These findings suggest that the nature of relationships between board members, particularly the chair and chief executive officer, is more positively influential on board functionality if characterized by authenticity and likely to lead to higher levels of trust, reduced disharmony, and limiting the formation of harmful subgroups.
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Powers, Elia, and Ronald A. Yaros. "Cultivating support for nonprofit news organizations: commitment, trust and donating audiences." Journal of Communication Management 17, no. 2 (May 3, 2013): 157–70. http://dx.doi.org/10.1108/13632541311318756.
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Lee, Young-joo, and Jiwon Suh. "Managerial Development Programs for Executive Directors and Accountability Practices in Nonprofit Organizations." Review of Public Personnel Administration 38, no. 4 (October 27, 2016): 431–50. http://dx.doi.org/10.1177/0734371x16674783.
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Facing the potential leadership deficit and mounting pressures for performance and accountability, government and nonprofit organizations have become more interested in providing training and development programs for their executives. However, existing research falls short in explaining the utility of managerial development programs in achieving performance and accountability in public and nonprofit contexts. This study examines how executives’ participation in various managerial development programs is associated with the adoption of organizational practices for financial, client-service, and performance accountability, using a survey of nonprofit human services organizations. The results reveal that organizations whose executives participated in managerial development programs are more likely to have such practices. In particular, the results show that participation in general management and administration training and regular mentoring is positively associated with accountability practices in all three areas. Overall, the findings suggest that providing incumbent executives with training and development opportunities is as important as recruiting qualified individuals in ensuring organizational accountability and performance.
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Ferrucci, Patrick, and Kathleen I. Alaimo. "Escaping the news desert: Nonprofit news and open-system journalism organizations." Journalism 21, no. 4 (November 5, 2019): 489–506. http://dx.doi.org/10.1177/1464884919886437.
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This case study examines the social institutional influence on how a nonprofit community newspaper conducts newswork. Utilizing both in-depth interviews and participant observation, the data illustrate how the government, the audience, donors and advertising impact news construction processes. The results are analyzed through both management and media sociology theories. Finally, the authors elucidate how nonprofit news organizations can optimally operate as an open-system (or organism), allowing for all peripheral social institutions to impact newswork without losing any autonomy over the journalism.
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Suh, Jiwon, James Harrington, and Doug Goodman. "Understanding the Link Between Organizational Communication and Innovation: An Examination of Public, Nonprofit, and For-Profit Organizations in South Korea." Public Personnel Management 47, no. 2 (March 13, 2018): 217–44. http://dx.doi.org/10.1177/0091026018760930.
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Innovation and internal communication are essential for any successful organization. Although communication within organizations has long been studied in the for-profit sector, we still know little about the impact of communication types on innovation in the public and nonprofit sectors. To examine this question, we leverage and construct a longitudinal dataset using 5 years of the Korean Workplace Panel Survey (KWPS) from 2005 to 2013. Employing media richness theory, this study finds that internal communication positively influences innovation in the for-profit sector, which is a finding consistent with prior studies. Similarly, in the nonprofit sector, we find that meeting with the executive director and the number of communication channels utilized in an organization has a positive impact on innovation. However, we do not find that these communications have any impact in the public sector.
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Vedel, Isabelle, Jui Ramaprasad, and Liette Lapointe. "Social Media Strategies for Health Promotion by Nonprofit Organizations: Multiple Case Study Design." Journal of Medical Internet Research 22, no. 4 (April 6, 2020): e15586. http://dx.doi.org/10.2196/15586.
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Background Nonprofit organizations have always played an important role in health promotion. Social media is widely used in health promotion efforts. However, there is a lack of evidence on how decisions regarding the use of social media are undertaken by nonprofit organizations that want to increase their impact in terms of health promotion. Objective The aim of this study was to understand why and how nonprofit health care organizations put forth social media strategies to achieve health promotion goals. Methods A multiple case study design, using in-depth interviews and a content analysis of each social media strategy, was employed to analyze the use of social media tools by six North American nonprofit organizations dedicated to cancer prevention and management. Results The resulting process model demonstrates how social media strategies are enacted by nonprofit organizations to achieve health promotion goals. They put forth three types of social media strategies relative to their use of existing information and communication technologies (ICT)—replicate, transform, or innovate—each affecting the content, format, and delivery of the message differently. Organizations make sense of the social media innovation in complementarity with existing ICT. Conclusions For nonprofit organizations, implementing a social media strategy can help achieve health promotion goals. The process of social media strategy implementation could benefit from understanding the rationale, the opportunities, the challenges, and the potentially complementary role of existing ICT strategies.
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Word, Jessica, and Sung Min Park. "The new public service? Empirical research on job choice motivation in the nonprofit sector." Personnel Review 44, no. 1 (February 2, 2015): 91–118. http://dx.doi.org/10.1108/pr-07-2012-0120.
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Purpose – The purpose of this paper is to examine the factors influencing the decision of managers to work in the nonprofit sector and how these choices are shaped by intrinsic and extrinsic motivations. Additionally, this research examines the impact of job choice motivation on social, community and professional outcomes and the unique characteristics of managers in the nonprofit sector. Design/methodology/approach – This research employed data from the National Administrative Studies Project (NASP-III) survey, which measured the mid- and upper-level managers working in nonprofit organizations in Illinois and Georgia. The survey measured the manager’s perceptions of various organizational issues, including work motivation, mentoring and communication, career histories, hiring practices, and organizational cultures and structures. The data were then analyzed using a hierarchical regression model. Findings – The findings of this research support the idea that intrinsic motivation is an important aspect of job choice motivation for individuals in the nonprofit workforce. In addition, the findings suggest other characteristics, including policies that enhance work life balance (WLB), advancement, and job security, are important to understand the job choice motivations of nonprofit managers. This research also found not all types of nonprofit agencies attract similarly motivated individuals, or lead to equivalent community outcomes. Research limitations/implications – The organizations represented in the NASP III sample included more membership and professional associations than the overall nonprofit sector. This over representation partially limits the generalizability of these findings but it also allows the research to more thoroughly understand this unique subset of organizations that serve predominantly the narrow interests of their members. Practical implications – This research highlights the advantage nonprofit employers have over other organizations in terms of using intrinsic motivations to attract employees. However, the findings also suggest nonprofit organizations need to focus on human resource (HR) strategies including policies that enhance WLB, advancement, and job security to compete with other employers for talent. Finally, the research also suggests the need to tailor HR strategies to groups of nonprofit employees based upon important employee characteristics such as gender, job type, and prior career experience. Originality/value – This study extends a well-developed body of knowledge on motivations and selection of career paths to individuals working in the nonprofit sector. It also suggests variations among employees and organizations matter in terms of the type of individuals attracted to particular career path in nonprofits. Additionally, this research suggests future research needs to include more nuanced examinations of the differences which exist among organizations in the nonprofit sector rather than simply focussing upon similarities across the most prevalent types of nonprofit organizations.
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McAllum, Kirstie. "Volunteers as Boundary Workers: Negotiating Tensions Between Volunteerism and Professionalism in Nonprofit Organizations." Management Communication Quarterly 32, no. 4 (August 5, 2018): 534–64. http://dx.doi.org/10.1177/0893318918792094.
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This article employs a boundary work framework to analyze how volunteers from two nonprofit human services organizations navigated the tensions between volunteerism and professionalism. Based on interview data and analysis of organizational documents, the study found that volunteers at the first organization, fundraisers for child health promotion and parent education, dichotomized volunteerism and professionalism as incompatible social systems with divergent objectives, practices, and tools. Volunteers at the second organization, which provides emergency ambulance services, engaged in constant boundary crossing, oscillating between a volunteer and professional approach to tasks and relationships depending on the context. In both cases, paid staff and members of the public affected participants’ ability to engage in boundary work. The study offers insights for nonprofit organizations wishing to professionalize their volunteer workforce by specifying how volunteer job types, organizational structure, and interactional partners’ feedback impact volunteers’ ability to engage in boundary crossing, passing, and boundary spanning.
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Peng, Shuyang, Yuguo Liao, and Rusi Sun. "The Influence of Transformational Leadership on Employees’ Affective Organizational Commitment in Public and Nonprofit Organizations: A Moderated Mediation Model." Public Personnel Management 49, no. 1 (April 2, 2019): 29–56. http://dx.doi.org/10.1177/0091026019835233.
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Transformational leadership has a great impact on employees’ psychological attachment to their organizations. This study examines how and under what condition transformational leadership translates into employees’ affective organizational commitment. Using a moderated mediation model, this research finds that the relationship between transformational leadership and affective commitment is transmitted through perceived work impact. More importantly, our findings suggest that the indirect effect of transformational leadership on affective commitment through perceived work impact is moderated by the level of centralization of an organization. Theoretical and practical implications of the findings are discussed.
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Hamrin, Solange, Catrin Johansson, and Jody L. S. Jahn. "Communicative leadership." Corporate Communications: An International Journal 21, no. 2 (April 4, 2016): 213–29. http://dx.doi.org/10.1108/ccij-05-2015-0025.
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Purpose – The purpose of this paper is to enhance the knowledge of how leadership concepts are embraced by leadership actors and perceived to influence relationships between leaders and co-workers. Specifically, the authors aim to investigate how leaders and co-workers discursively construct the concept of “communicative leadership” and its practices and perceive that communicative leadership influences relationships, work processes, and agency. Design/methodology/approach – The authors analyzed interviews with leaders and co-workers in two Swedish business organizations about their understandings and experiences of leadership. Findings – Communicative processes that enhance co-worker agency, defined as a capacity to act; include: facilitating autonomy, sharing responsibility, and mutual participation. Relational and discursive leadership processes such as responsiveness and dialogue were seen to enhance mutual participation in both organizations. Broader Swedish cultural macro discourses shaped the leader/co-worker relationship, making agency a relational accomplishment rather than an individual phenomenon. Research limitations/implications – This study relies on data from individual and focus group interviews, rather than direct observation of leadership processes. Practical implications – Findings suggest that organizations would benefit from making explicit their goals and expectations for communicative leadership in their respective social and cultural contexts. Originality/value – The authors provide new theoretical and empirical knowledge of leaders’ and co-workers’ discursive construction of a leadership concept; leadership communication research in the Swedish context; empirical research on communicative leadership as an empowering form of leadership communication; and how leadership communication discourse on a micro level is connected to organizational and macro-social cultural levels.
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Parker, Patricia S. "African American Women Executives’ Leadership Communication within Dominant-Culture Organizations." Management Communication Quarterly 15, no. 1 (August 2001): 42–82. http://dx.doi.org/10.1177/0893318901151002.
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James, Steve, and Heather Skinner. "The Shoreline Project for Street Drinkers: Designing and Running a Supported Housing Project for the “Unhousable”." Social Marketing Quarterly 15, no. 3 (August 28, 2009): 49–66. http://dx.doi.org/10.1080/15245000903156779.
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The nonprofit sector is increasingly faced with the challenges of adopting unfamiliar orientations focusing on customer service and quality which historically have been more usually associated with the commercial for-profit sector. Such organizations are also facing financial and competitive pressures which are also more commonly associated with the commercial world and market economies. These factors tend to imply that nonprofit organizations should adopt a market orientation. Indeed many initiatives offered by public and nonprofit organizations are now defined as “social marketing.” This article presents empirical evidence from a case study of an innovative supported-housing project for homeless street drinkers and considers the barriers faced when implementing the project. Issues surrounding top management leadership, service design, service quality, consumer engagement, and the engagement of frontline customers facing service delivery personnel are considered, as these would expect to be evident in a service organization with a strong market orientation. However, considering that the project was implemented contrary to the express wishes of both the organization's internal market of its service employees and the primary target market of its service users, conclusions are drawn within a conceptual framework that agrees with the need to consider a social rather than a market orientation to the provision of such services within nonprofit organizations.
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Choi, Jounghwa, and Yoonhyeung Choi. "Behavioral dimensions of public relations leadership in organizations." Journal of Communication Management 13, no. 4 (November 13, 2009): 292–309. http://dx.doi.org/10.1108/13632540911004588.
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Chen, Feifei. "Leveraging interactive social media communication for organizational success." Corporate Communications: An International Journal 24, no. 1 (February 13, 2019): 143–61. http://dx.doi.org/10.1108/ccij-10-2018-0103.
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Purpose The purpose of this paper is to examine how microblog communication enabled a new form of hybrid net-roots third-sector organization that rely heavily on the internet to achieve multiple organizational successes in civil society, social movement and service providing in China, where the government holds predominating power over the third sector. Design/methodology/approach A qualitative inductive analysis was conducted to analyze two successful organizations’ Sina tweets sent from their Weibo debuts to the dates when they achieved their first milestone successes. In the analysis, the author iteratively alternated between emic data coding and etic reference to literature on social movement rhetoric and nonprofits’ microblog communication. Findings This study developed an indigenous communication framework featuring three key communication strategies: changing perceptions, mobilizing action, and building and maintaining relationships, each associated with specific tactics. These strategies and tactics allowed both organizations to tap into social media’s interactive features to engage publics and construct legitimacy. Research limitations/implications This paper enriches social media-based communication research and classic social movement rhetoric, and further illustrates strategic communication’s active role in reacting to and reforming institutional contexts. Findings from study might be extended to address similar problems experienced by nonprofits across countries, especially within those that operate in a context where institutional separation from a predominant government is unavailable. Originality/value This original communication framework developed in this study crystalizes strategic microblog use by a nascent type of nonprofit when fulfilling functions reflects civil society, social movements and traditional nonprofit organizations in an understudied political and social context.
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Carroll, Deborah A. "Editor’s Introduction: Highlighting Strategies of the Nonprofit Sector." Journal of Public and Nonprofit Affairs 7, no. 2 (August 1, 2021): 169–72. http://dx.doi.org/10.20899/jpna.7.2.169-172.
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In this new issue of Journal of Public and Nonprofit Affairs, we offer a collection of Research Articles focused on the nature and implications of nonprofit higher education programs, the communication strategies and evidence-based information used by different types of organizations in the nonprofit sector, and the volunteering behaviors of nonprofit association members. Our Social Equity Section article highlights the important issue of re-entry and reintegration programs for ex-offenders to reduce recidivism and provide greater access to opportunity. Finally, we offer two Book Reviews related to these topics of important recent work focusing on higher education programs in public administration and advancing social equity.
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Bott, Gregory, and Dennis Tourish. "The critical incident technique reappraised." Qualitative Research in Organizations and Management: An International Journal 11, no. 4 (November 14, 2016): 276–300. http://dx.doi.org/10.1108/qrom-01-2016-1351.
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Purpose The purpose of this paper is to offer a reconceptualization of the critical incident technique (CIT) and affirm its utility in management and organization studies. Design/methodology/approach Utilizing a case study from a leadership context, the paper applies the CIT to explore various leadership behaviours in the context of nonprofit boards in Canada. Semi-structured critical incident interviews were used to collect behavioural data from 53 participants – board chairs, board directors, and executive directors – from 18 diverse nonprofit organizations in Alberta, Canada. Findings While exploiting the benefits of a typicality of events, in some instances the authors were able to validate aspects of transformational leadership theory, in other instances the authors found that theory falls short in explaining the relationships between organizational actors. The authors argue that the CIT potentially offers the kind of “thick description” that is particularly useful in theory building in the field. Research limitations/implications Drawing on interview material, the authors suggest that incidents can be classified based on frequency of occurrence and their salience to organizational actors, and explore the utility of this distinction for broader theory building purposes. Practical implications Principally, the paper proposes that this method of investigation is under-utilized by organization and management researchers. Given the need for thick description in the field, the authors suggest that the approach outlined generates exceptionally rich data that can illuminate multiple organizational phenomena. Social implications The role of nonprofit boards is of major importance for those organizations and the clients that they serve. This paper shed new light on the leadership dynamics at the top of these organizations and therefore can help to guide improved practice by those in board and senior management positions. Originality/value The CIT is a well-established technique. However, it is timely to revisit it as a core technique in qualitative research and promote its greater use by researchers. In addition, the authors offer a novel view of incidents as typical, atypical, prototypical or archetypal of organizational phenomena that extends the analytical value of the approach in new directions.