Leadership Challenges Facing Nonprofit Human Service Organizations in a Post-Recession Era

Hopkins, Karen; Meyer, Megan; Shera, Wes; Peters, S. Colby

doi:10.1080/23303131.2014.977208

Cited by 34 publications

(16 citation statements)

References 3 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This study most notably found that executive leadership was a key determinant for promoting innovation in human service organizations with consistent challenges in funding and securing legitimacy. The externally oriented, dynamic, innovative, and competitive leadership styles of such vision setters and task masters were significant determinants of innovativeness at CSOs as conceptualized by Quinn (1988), which was congruent with previous findings (Damanpour & Schneider, 2006, 2008Hopkins et al, 2014;Jaskyte, 2004;Shin & McClomb, 1998;Wisdom et al, 2014). This finding further implies that the innovative efforts of top executives were most needed in organizations with unstable financial resources and legitimacy (i.e., those similar to the CSOs in this study).…”

Section: Discussionsupporting

confidence: 91%

“…In particular, the role of chief leaders is thought to be critical to an organization's survival, legitimacy, and goal attainment (Shin, 1996). Studies have confirmed this to be the case in business organizations (Damanpour & Schneider, 2006;Dodge, Dwyer, Witzeman, Neylon, & Taylor, 2017;Fay et al, 2015;Mihalache, Jansen, Van den Bosch, & Volberda, 2014;Noruzy, Dalfard, Azhdari, Nazari-Shirkouhi, & Rezazadeh, 2013;Prasad & Junni, 2016) and in nonprofit human service organizations (Hopkins, Meyer, Shera, & Peters, 2014;Jaskyte, 2004;Shin & McClomb, 1998).…”

Section: Determinants Of Organizational Innovationmentioning

confidence: 89%

See 1 more Smart Citation

Organizational innovativeness and its determinants in South Korean nonprofit human service organizations

Junseob

Choi

2019

Nonprofit Mgmnt & Ldrshp

View full text Add to dashboard Cite

This study compares the level of organizational innovativeness and its determinants in different types of nonprofit human service organizations. Based on theoretical conceptualizations of organizational innovation, it was hypothesized that community service organizations (CSOs) would be more innovative than residential service organizations (RSOs), and determinants of organizational innovation (such as organizations' characteristics, internal and external properties, and executive leadership) would influence innovativeness. Data from a survey of two types of human service organizations in South Korea (127 RSOs for children and 220 CSOs) revealed that the level of innovation in both types of organizations was not significantly different. The determinants of decentralization and formalization showed significant impacts on innovativeness in CSOs. Decentralization also had a significant positive effect on innovativeness in RSOs. However, executive leadership was a significant determinant of organizational innovativeness in CSOs only. Based on these results, administrative implications are suggested for the facilitation of organizational innovation in nonprofit human service organizations.

show abstract

Section: Discussionsupporting

confidence: 91%

Section: Determinants Of Organizational Innovationmentioning

confidence: 89%

Organizational innovativeness and its determinants in South Korean nonprofit human service organizations

Junseob

Choi

2019

Nonprofit Mgmnt & Ldrshp

View full text Add to dashboard Cite

show abstract

“…Although the sample used in this study came from a highly diverse nonprofit human services organization, it may not be representative of all diverse human services organizations. Likewise, although nonprofit health-care providers share similar characteristics with other human services agencies (Gillingham, 2015; Hopkins, Meyer, Shera, & Peters, 2014; Mor Barak et al, 2016; Smith, 2015), they may not be representative of all nonprofit health-care or human services organizations. The study found two latent profiles of employees, yet it is possible that in different organizational contexts, more than two employee subgroups exist.…”

Section: Discussionmentioning

confidence: 99%

Striving for Social Good Through Organizational Inclusion: A Latent Profile Approach

Brimhall

Saastamoinen

2019

Research on Social Work Practice

View full text Add to dashboard Cite

Purpose: Promoting social good in the context of diverse organizations inevitably involves creating inclusive work environments wherein all members feel valued and appreciated for who they are. However, limited empirical work has uncovered evidence-based tools that can help organizational leaders strive for more inclusive organizations. Method: The current study used latent profile analysis as an empirical tool to provide a more in-depth understanding of workplace inclusion. Data were collected from a diverse nonprofit organization with 213 employees. Results: Findings suggested two latent profiles or subgroups of employees (those who felt less valued and those who felt more valued) who shared similar personal characteristics. Discussion: This information can be used to develop culturally sensitive and inclusive evidence-based workplace interventions that achieve social good by ensuring everyone in the organization feels valued. Implications are discussed for expanding macrolevel social work practice for professionals interested in promoting social good in diverse organizations.

show abstract

“…Viederytė's (2016) study deducted that innovation is critical for persistence and strength of NPOs' survival. For religious leaders to engineering organizational performance growth, Hopkins et al's (2014) uncovered the need for leaders to possess innovation ability for managing change. Despite the religious leaders' contribution to the social service, stakeholders doubt the leaders' effectiveness, due to limited innovation expertise when managing changes (Joakim & White, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Nonprofit Church Leaders’ Perceptions and Lived Experiences Involving Innovation Competency and Change Management: A Phenomenological Study

Addai-Duah

Hoon

Sinatra

2020

JOSC

View full text Add to dashboard Cite

Innovation competency among religious leaders has been an area of study as nonprofit researchers continue to discover that conventional ways of managing change are no longer effective when tackling present issues. Discussions regarding using innovation competency to manage change among religious leaders are vague, despite benefits to the nonprofit sector. The purpose of this qualitative phenomenological study was to explore the lived experiences of nonprofit church leaders to better understand how innovation competency has shaped organizational change results. Boyatzis’ effective job performance model was the conceptual framework that guided this study. Interview data were gathered from 14 participants who met the inclusion criteria of being a leader with innovation competency experience living in New York, New York. Data from the transcripts were inductively analyzed by using computer software and coded techniques for 10 emergent themes. Results revealed improved organizational performance for church leaders who used innovation competency in managing change, along with spirituality and faith. However, emerging themes showed diverse reasons for innovation competency use and its influences on leaders’ behavioral characteristics. Positive social change can be achieved by promoting innovation competency among religious leaders irrespective of spirituality, belief, and doctrine position regarding change management and organizational performance. Outcomes of this study may also provide useful information for religious leaders regarding implementing new ways and programs to help organizational growth.

show abstract

Leadership Challenges Facing Nonprofit Human Service Organizations in a Post-Recession Era

Cited by 34 publications

References 3 publications

Organizational innovativeness and its determinants in South Korean nonprofit human service organizations

Organizational innovativeness and its determinants in South Korean nonprofit human service organizations

Striving for Social Good Through Organizational Inclusion: A Latent Profile Approach

Nonprofit Church Leaders’ Perceptions and Lived Experiences Involving Innovation Competency and Change Management: A Phenomenological Study

Contact Info

Product

Resources

About