Leadership skills as construed by nonprofit chief executives

Abstract

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.

Liderança Servidora Na Prática: Um Estudo Brasileiro Em Uma “Nova Comunidade”

“…A liderança servidora citada primeiramente nos estudos de Greenleaf, nos anos de 1970, posiciona seu foco no crescimento pessoal e nas necessidades dos seguidores, acima de qualquer outra teoria da liderança (Patterson, 2003). O pensamento de Greenleaf (1977) São raros os estudos encontrados na literatura científica nacional sobre o tema da liderança em organizações sem fins lucrativos (Kearns, Livingston, Scherer & Mcshane 2015), e na perspectiva da liderança servidora são escassos. Pesquisas como a de Luz (2011), Dias (2017)…”

Estilos e atributos da liderança no terceiro setor

“…O Segundo Setor, representado pelo Mercado, também ficou aquém de alcançar objetivos de emprego com salários justos. Portanto, a fim de ocupar um pouco do SegundoKearns et al (2015), a literatura que foca em liderança no setor sem fins lucrativos é relativamente pequena. De acordo comMoore (2000), todos os tipos de organizações, com finalidade lucrativa ou não, são criados no intuito de gerar algum tipo de valor.…”

Experiences of women leaders in non-profit organizations in northern BC.

“…Conversely, nonprofit organizations are considered to have greater opportunities for intrinsic rewards (Young-joo, 2014). Nonprofit organizations require a particular emphasis on interpersonal skills including communication and trust building (Kearns et al, 2015). Leaders of nonprofit organizations are required to be equipped with a broad range of skills due to being, on average, employed in smaller organizations (Kearns et al, 2015).…”

“…Nonprofit organizations require a particular emphasis on interpersonal skills including communication and trust building (Kearns et al, 2015). Leaders of nonprofit organizations are required to be equipped with a broad range of skills due to being, on average, employed in smaller organizations (Kearns et al, 2015). Nonprofit organizations are also considered to be more family-friendly work environments due to the need to retain workers, as well as their ethics and values-based mandates (Young-joo, 2014).…”

“…The nonprofit sector is known to differ in terms of organizational values, compensation, opportunity for advancement, and skill requirements of employees (De Varo & Brookshire, 2006;Kearns et al, 2015;Young-joo, 2014). All of the women leaders spoke to the uniqueness of the sector and many had experiences in the public or private sector upon which to make comparisons.…”