Synonyms
Introduction
The professionalization and credentialing of nonprofit managers has increased the effectiveness of top executives in the Third Sector. This is particularly true at larger organizations, where resources exist to support strong leadership development. Despite these advances, significant challenges remain. There is a shortfall of trained professionals, and administrators report significant burnout resulting from pressure by both donors and boards.
Some fundamental differences prevail in the criteria for good leadership in the two segments of the nonprofit sector: Charitable institutions and member-serving organizations (churches, private schools, advocacy groups). Managers of charities must answer to benefactors, granting agencies, community leaders, and to external recipients. This makes stakeholder relationships more complex in this segment of the philanthropic sector.
Good management also requires adequate oversight mechanisms,...
This is a preview of subscription content, log in via an institution to check access.
References
Alexander J, Weiner B (1998) The adoption of the corporate governance model by nonprofit organizations. Nonprofit Manag Leadersh 8(3):223–242
Ban C, Towers M (2003) The challenge of nonprofit leadership: a comparative study of nonprofit executives in the Pittsburgh region. Tropman Rep 2(5)
Bell J, Moyers R, Wolfred T (2006) Daring to lead 2006: a national study of nonprofit executive leadership. CompassPoint Nonprofit Services and Meyer Foundation, San Francisco
Bonner L, Obergas J (undated) Nonprofit leadership development. The Looking Glass Institute, Pittsburgh
Bradshaw P, Hayday B, Armstrong R (2007) Non-profit governance models: problem and prospects. Innov J 12(3)
Brudney J, Murray V (1998) Do intentional efforts to improve board effectiveness really work? The views of nonprofit CEOs. Nonprofit Manag Leadersh 8(4):333–348
Herman R, Heimovics R (1990) The effective nonprofit executive leader of the board. Nonprofit Manag Leadersh 1(2):167–180
Landles-Cobb L, Kramer K, Milway K (2015) The leadership development deficit. Stanford Innov Rev
Lombardo M, Eichinger R (2002) The leadership machine: architecture to develop leaders for any future. Lominger Limited, Inc, Minneapolis
Male R (2013) Nonprofit weaknesses start with too few leaders and too many managers. Chron Philanthr
Osula B, Ng W (2014) Toward a collaborative, transformative model of non-profit leadership: some conceptual building blocks. Adm Sci 4(2):87–104
Stid D, Bradach J (2009) How visionary nonprofit leaders are learning to enhance management capabilities. Strateg Leadersh 37(1):35–40
Tierney T (2006) The leadership deficit. Stanf Soc Innov Rev 26–35
Widmer C, Houchin S (2000) The art of trusteeship. The nonprofit board member’s guide to effective governance. Jossey-Bass, San Francisco
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2017 Springer International Publishing AG
About this entry
Cite this entry
LeClair, M.S. (2017). Nonprofit Leadership. In: Farazmand, A. (eds) Global Encyclopedia of Public Administration, Public Policy, and Governance. Springer, Cham. https://doi.org/10.1007/978-3-319-31816-5_2390-1
Download citation
DOI: https://doi.org/10.1007/978-3-319-31816-5_2390-1
Received:
Accepted:
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-31816-5
Online ISBN: 978-3-319-31816-5
eBook Packages: Springer Reference Economics and FinanceReference Module Humanities and Social SciencesReference Module Business, Economics and Social Sciences