Understanding the nonprofit sector's leadership deficit

Tierney, Thomas J.

doi:10.1002/ltl.347

Cited by 28 publications

(37 citation statements)

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“…Based on a survey of more than 1,000 nonprofit executive directors, the report concluded that a majority would be retiring in the next five to 10 years. A 2006 Bridgespan report, " e Nonprofit Sector's Leadership Deficit" (Tierney, 2006), raised further alarm with projections that the nonprofit sector would need to recruit and develop as many as 640,000 new senior managers over the next decade -2.4 times the number employed in the sector at the time.…”

Section: An 'Ambidextrous' Approach To Collective Impactmentioning

confidence: 99%

Only Connect: How an Investment in Relationships Among Social Change Leaders Is Changing Them, Their Organizations, and Their City

Lanfer¹,

Brandes²,

Reinelt³

2013

Foundation Rev

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Key Points· After years of leading social-sector organizations in an environment where competition is more the norm than collaboration, many gifted leaders are near burnout, unable to maximize their gifts. Since 2005, the Barr Fellowship has been changing that in Boston.· This network of leaders, created by the Barr Foundation, is based on the hypothesis that recognizing talented leaders and investing in their personal growth and connections with one another will result in individual, collective, and city transformation.· A longtime funder of networks, Barr designed the fellowship as a "connectivity" network, where collective actions and shared agendas might emerge but would not be imposed. In this way, the fellowship exemplifies what has been described as "ambidextrous philanthropy" -rooted in strategy yet also in values; focused on outcomes, yet also responsive.· This article describes the theory of change; strategy; evaluation methodology (including network mapping); results -for Barr Fellows, their organizations, and Boston; and how the program fits within an approach to philanthropy that embraces the long view. It discusses implications for funders interested in supporting connectivity networks.

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Section: An 'Ambidextrous' Approach To Collective Impactmentioning

confidence: 99%

Only Connect: How an Investment in Relationships Among Social Change Leaders Is Changing Them, Their Organizations, and Their City

Lanfer¹,

Brandes²,

Reinelt³

2013

Foundation Rev

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“…The workforce challenge facing the social sector has been characterized primarily as a leadership crisis or deficit (Tierney, 2006;Eisenberg 2004;Schwarz, 2003). The narrative is premised on the idea that baby boomer nonprofit executive directors would begin retiring at the traditional age.…”

Section: Framing the Issuementioning

confidence: 99%

Talent Philanthropy: Investing in Nonprofit People to Advance Nonprofit Performance

Stahl¹

2013

The Foundation Review

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“…For a leader of NGO to effectively perform the task, appropriate leadership according to the surrounding situations is important (Hailey, 2006). However, the previous studies (Civicus, 2002;Tierney, 2006) have suggested the concerns about insufficient leadership among the leaders of NGOs. Tierney (2006) has pointed out to the shortage of human resources by reporting that only 40% of the positions for intermediate manager level or above are filled through promotions within the organization, and the rest are externally recruited.…”

mentioning

confidence: 99%

“…However, the previous studies (Civicus, 2002;Tierney, 2006) have suggested the concerns about insufficient leadership among the leaders of NGOs. Tierney (2006) has pointed out to the shortage of human resources by reporting that only 40% of the positions for intermediate manager level or above are filled through promotions within the organization, and the rest are externally recruited. Furthermore, Civicus (2002) highlighted that investment for cultivating new leaders are needed in order to reinforce the roles of NGOs.…”

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confidence: 99%

The Relationship between Transformational Leadership of Environmental NGO Leader and Trust and Organizational Commitment

Koo¹,

Kim²,

Kim³

2017

Glob Bus Financ Rev

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A B S T R A C TThis study aims to identify the effects of transformational leadership of an environmental NGO leader on the trust and organizational commitment. For this, structural equation model was used to analyze the survey conducted on 201 members of 23 major environmental NGOs. As the result of the analysis, the transformational leadership of the environmental NGO leader was shown to have a positive effect on the trust in superior, trust in the organization, and organizational commitment. Furthermore, the trust in superior and organization was shown to have a positive effect on organizational commitment. However, the trust in colleagues was not shown to have a significant effect on the organizational commitment.

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Understanding the nonprofit sector's leadership deficit

Cited by 28 publications

References 0 publications

Only Connect: How an Investment in Relationships Among Social Change Leaders Is Changing Them, Their Organizations, and Their City

Only Connect: How an Investment in Relationships Among Social Change Leaders Is Changing Them, Their Organizations, and Their City

Talent Philanthropy: Investing in Nonprofit People to Advance Nonprofit Performance

The Relationship between Transformational Leadership of Environmental NGO Leader and Trust and Organizational Commitment

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