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Nonprofit Executives (nonprofit + executive)
Selected AbstractsCollaboration in foundation grantor-grantee relationshipsNONPROFIT MANAGEMENT & LEADERSHIP, Issue 1 2008Kent D. Fairfield Foundations take many forms and wield widespread influence within the nonprofit sector. One aspect of foundations that has received limited research attention is the relationship between the foundation and the grantee. Some authors have encouraged a reframing of this relationship to be more one of equals, where each party brings attributes valuable to the other and where collaboration can germinate and produce more effective philanthropy. This exploratory study suggests that the quality of these relationships varies widely and that it is often difficult to form collaborative ones. It identifies some of the earmarks of fruitful relationships and suggests some ways to replicate those successes. I hate foundation officers,they're all jerks! ,Experienced nonprofit executive We care about these [nonprofit] organizations,it is through them that we do our work. ,Senior foundation program officer [source] Understanding the work beliefs of nonprofit executives through organizational storiesHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 3 2001Ava S. Wilensky First page of article [source] Invited reaction: Understanding the work beliefs of nonprofit executives through organizational storiesHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 3 2001Tonette S. Rocco First page of article [source] The nonprofit leadership deficit: A case for more optimismNONPROFIT MANAGEMENT & LEADERSHIP, Issue 3 2009Janet L. Johnson Recent headlines claim that a looming nonprofit leadership crisis will soon be precipitated by retiring baby boomers. Analysis of baby boom demographics, using national census data on the age distribution and other demographic characteristics of top leaders by sector, confirms the aging nonprofit workforce. However, the issue of whether the aging workforce portends a nonprofit leadership crisis, when analyzed within a theoretical framework of supply and demand in the market for nonprofit executives, reveals flaws in most commentaries about the leadership crisis. Workings of the labor market and nonprofit organizations themselves suggest trends that could be expected to affect labor supply and demand and mitigate a leadership deficit. Reasonable,and likely,market and organizational adjustments, including higher executive pay, increased labor force participation of older workers, skill acquisition of younger workers, possible consolidation of nonprofit organizations, board and volunteer skill sharing, and even venture philanthropy, can be expected to moderate the shock of baby boom retirements, much in the way that schools, job markets, and housing markets have accommodated the movement of this "bulging" generation through earlier decades of their lives. [source] Managers of nonprofit organizations are rewarded for performanceNONPROFIT MANAGEMENT & LEADERSHIP, Issue 1 2005Thomas Carroll We consider the effect of performance on the compensation of nonprofit executives. Performance is measured as the ratio of revenue from a particular activity (such as fundraising or program services) to the expenditures associated with those services, exclusive of managerial compensation. This is consistent with previous works, which use measures of size, spending, or budget percentages as measures of performance. We also consider whether the compensation received by the executives enhances their performance. The empirical results support the hypothesis that compensation and performance are simultaneously determined. [source] A Collaborator Profile for Executives of Nonprofit OrganizationsNONPROFIT MANAGEMENT & LEADERSHIP, Issue 4 2000Samuel Goldman This study involving ninety-two nonprofit executive directors who engaged in separate interorganizational collaborations investigated the relationship between a select number of individual characteristics (personality and demographic) and perceived collaboration outcome (successful or unsuccessful). The collaborator profile that resulted suggests that directors who are predisposed to perceiving their respective collaborations as successful are extravert, feeling males who have high role ambiguity and low role boundary occupational stress. Given the increasing need for nonprofit organizations to collaborate with other organizations, it is important for nonprofit executives and their boards to be cognizant of some key factors that can lead to successful interorganizational collaborations. [source] | ||||||||||