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CH 5

Chapter 5 of 'Worth, Nonprofit Management, 7th Edition' discusses the complexities of executive leadership in nonprofit organizations, highlighting the varied roles and responsibilities of CEOs. It explores different leadership theories, including transformational and authentic leadership, and emphasizes the importance of effective leadership skills and external relationships. The chapter also addresses challenges such as founder syndrome and the necessity of succession planning in executive transitions.

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Agatha Sekar
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40 views29 pages

CH 5

Chapter 5 of 'Worth, Nonprofit Management, 7th Edition' discusses the complexities of executive leadership in nonprofit organizations, highlighting the varied roles and responsibilities of CEOs. It explores different leadership theories, including transformational and authentic leadership, and emphasizes the importance of effective leadership skills and external relationships. The chapter also addresses challenges such as founder syndrome and the necessity of succession planning in executive transitions.

Uploaded by

Agatha Sekar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Worth, Nonprofit

Management, 7th Edition


Chapter 5: Executive
Leadership
Worth, Nonprofit Management, 7e © SAGE Publishing 2024.
Introduction
• Nonprofit management: distinctive
undertaking.
• Theoretical/practitioner literature of
leadership.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 2


The CEO’s Job
• Varies widely from one another.
• Basic responsibilities: nonprofit chief
executive.
• Realities evident in Moyer’s list.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 3


Management and Leadership (1 of 2)
• Management: transactional.
• Leadership: interactive.
• Performance of leader/manager roles.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 4


Management and Leadership (2 of 2)
• Leadership role played by CEOs.
• Need for leader and manager.
• Reasons for need of leaders.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 5


Overview of Leadership Theories (1 of 10)
• Most of the theories are generic.
• No one right theory of leadership.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 6


Overview of Leadership Theories (2 of 10)
An Evolution in Thinking
• Trait theories.
• Skills theories.
• Behavioral approach: task/relationship
behaviors.
• Production and employee orientation.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 7


Overview of Leadership Theories (3 of 10)
An Evolution in Thinking
• Managerial grid.
• Situational theories.
• Contingency theories.
• Contingency theory developed by Fiedler.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 8


Overview of Leadership Theories (4 of 10)
An Evolution in Thinking
• A level of sophistication.
• Servant leadership: emotional intelligence.
• Path-goal theories.
• Leader–member exchange theories.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 9


Overview of Leadership Theories (5 of 10)
Transformational Leadership
• Transactional leadership.
• Leadership that changes people.
• Public service motivation.
• Bernard Bass’s comprehensive model.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 10


Overview of Leadership Theories (6 of 10)
Transformational Leadership
• Approach to leading organizations.
• Executive leadership.
• Legislative leadership.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 11


Overview of Leadership Theories (7 of 10)
Charismatic Leadership
• Seeing a leader as charismatic.
• Behaviors of charismatic leader.
• Critics of transformational/charismatic
leadership.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 12


Overview of Leadership Theories (8 of 10)

Authentic Leadership
• Apprehension in trusting leaders.
• Characteristics of an authentic leader.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 13


Overview of Leadership Theories (9 of 10)

Inclusive Leadership
• Inclusion has two components.
• No well-developed theoretical model.
• Area of continuing study.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 14


Overview of Leadership Theories (10 of 10)

Followership
• No leaders without followers.
• Barbara Kellerman: typology of followers.
• Theories on how followership works.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 15


The Effective Nonprofit CEO (1 of 8)
• Literature on nonprofit executive
leadership.
• Common method based on perceptions.
• Description of individual’s qualities.
• Effective nonprofit leadership skills.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 16


The Effective Nonprofit CEO (2 of 8)
Focus on Mission
• Use mission as a guide.
• A shield against pressures.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 17


The Effective Nonprofit CEO (3 of 8)
Focus on the Board
• Executive leadership: staff vs. board.
• Effective vs. comparison executives.
• More leadership by effective executives.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 18


The Effective Nonprofit CEO (4 of 8)
Focus on External Relationships
• Not focused on internal management.
• Not obsessed with policies/procedures.
• Focus on the external affairs.
• Strategies for enhancing external impact.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 19


The Effective Nonprofit CEO (5 of 8)
Share Leadership and Empower Others
• Sharing of leadership with others.
• Trends in nonprofits: shared leadership.
• Importance of building executive team.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 20


The Effective Nonprofit CEO (6 of 8)
Focus on Key Roles and Priorities
• Four quadrants CEOs may focus.
• Six roles defined by quadrants.
• Advise of knowing agenda.
• Need to keep short-listed goals.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 21


The Effective Nonprofit CEO (7 of 8)
Use the “Political Frame”
• The concept of frames.
• The political frame: distinguishing frame.
• Inevitable interplay among organization’s
constituencies.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 22


The Effective Nonprofit CEO (8 of 8)
Right Person, Right Place, Right Time
• Nonprofit executive effectiveness.
• Integration of major leadership theories.
• Alignment map.
• Alignment: two-way process.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 23


Founder Syndrome (1 of 2)
• Need different kind of leader.
• Inability adjusting to new reality.
• Deep dedication to organization.
• Increasing tension: founder syndrome.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 24


Founder Syndrome (2 of 2)
• Poses a challenge and crisis.
• May engage in external tasks.
• Conventional wisdom and clean break.
• May take on external role.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 25


Executive Transitions (1 of 2)
• Executive transition and succession
planning.
• Initiation of change: board/CEO.
• Coming up through the ranks.
• New CEO from the outside.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 26


Executive Transitions (2 of 2)
• Rooted in organization’s own
understanding.
• Succession planning.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 27


Leading Change (1 of 2)
• Leader-, follower-, and change-centered.
• Kotter’s top-down approach.
• Failure in transformational change.
• Failure in powerful guiding coalition.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 28


Leading Change (2 of 2)
• Failure in creating short-term wins.
• Eight-step change process.
• Essential ingredient of successful change.
• Adaptive leadership.

Worth, Nonprofit Management, 7e © SAGE Publishing 2024. 29

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