Nonprofit Management and Leadership

Social organizations are faced with an increasing diversification of funders, financial sources, and financing instruments and a growing complexity of funding relationships. They still prioritize social impact over financial returns, but funding considerations significantly influence the way these organizations operate. Existing models to understand the sector do not include this essential component, thus limiting insights and decision-making premises on how to reach as many beneficiaries as possible. Based on previous quantitative and qualitative research, this article conceptualizes the organizational, programmatic, impact, and financing strategies of social organizations and their interrelatedness in a new framework. This could be perceived as a managerial compass illustrating the multiple dependencies social organizations are confronted with. The compass aims at reducing complexity, serving as a tool for social organizations for more effective financial management. The article c...

"Since its very inception, social work has been considered an organizationally based profession, with the majority of its workforce employed within formal organizations. Whether in nonprofit, for-profit, or governmental agencies, the practical realities of human service organizations are a central element of professional social work. This book explores the climate and culture of these agencies and provides essential information for surviving and thriving in this setting. It prepares students for their future careers so that they will feel empowered in their work and be able to fulfill their responsibilities toward organizational, community, and social change. Using real-life examples, the authors examine the internal structures of management, financing, and supervision and discuss common conflicts between agencies and professionals. The book’s straightforward tone and practical advice make it an asset to anyone entering human service organizations.

This new edition contains updated examples, case studies, and references. It also contains valuable information on the effects of the recent financial crisis on human service organizations. Agencies now face increased caseloads and more complex social problems with fewer resources and less money. Understanding how these events have changed the nature of human service organizations will allow students to be better prepared for the work ahead of them.

Features

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Expanded content on the practical aspects of organizational theory and suggestions for developing leadership skills
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Updated examples, case studies, and references throughout the book
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Key points and discussion questions following each chapter
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Updated instructor’s manual available online as a PDF or Word document"

Abstract
Even though the topic of ethical leadership has drawn many research studies in the literature, little has focused on the effect of ethical behavior and practice specifically in nonprofit organizations, on organizational performance as perceived by members and stakeholders of the organization, which include the staff, the partners, and the volunteers who all contribute toward attaining the organizations’ goals. In order to better understand the effect of ethical leadership on nonprofit organizational performance, this paper examines the relationship between ethical leadership described as competencies and how the organization performs, based on the members perceptions. In other words, the study seeks to determine a correlation (positive or negative) between the two variables, ethical leadership and organizational performance. Using previous studies that focused on nonprofit governance, organizational competencies and ethics, this paper explores a comprehensive overview of previous articles and books identified earlier in this study and discussed in this writer’s research area of concentration and addresses the research methodology that is best to answer the research question, and finally presents the potential weaknesses of the method utilized.
Keywords: Ethical leadership, Leadership behavior, Competencies, Work ethics, Organizational performance, Board chair-CEO.

Anormal Psikoloji kitabı, ruhsal bozukluklar alanında çalışan tüm profesyoneller, psikiyatristler, klinik psikologlar, psikologlar, psikolojik danışmanlar, hekimler, sosyal hizmet uzmanları, psikiyatri hemşireleri ve bu alanlarda öğrenci yetiştiren akademisyenler ile eğitim alan öğrenciler için temel bir başvuru kitabıdır.
2013 yılının Mayısı ayında yayımlanan DSM-5 ölçütlerine göre ruhsal bozukluklarla ilgili sunulan bilgilerin güncellemesinin de yapıldığı bu kitap, tüm dünyada pek çok üniversitenin psikiyatri ve psikoloji bölümlerinde ders kitabı olarak okutulmaktadır.
Kitabın her bölümünde, ilk olarak ruhsal bozukluklarla ilgili vakalar sunulmakta, daha sonra bozuklukların klinik tanıları yapılmakta ve DSM-IV-TR’den farklı olan DSM-5’te yapılan değişikliklere yer verilmektedir. Ayrıca, DSM-5’teki tanı ölçütleri, bozuklukların etiyolojisi ve epidemiyolojisi, bozukluklar üzerinde kalıtımın ve çevrenin etkileri, biyolojik ve sosyal ve kültürel etkiler, en güncel araştırmalardan elde edilen verilerle harmanlanarak sunulmaktadır. Ruhsal bozuklukların tedavisinde etkili olacak terapi yaklaşımları ve ilaçla yapılan tedaviler hakkında da bilgiler veren kitap, sahip olduğu zengin içeriği ile eşsiz bir kaynaktır.
Anormal Psikoloji kitabının; profesyoneller ve öğrenciler için önemli bir rehber olacağına, yardıma ihtiyaç duyan insanların sorunlarının çözümüne, ruhsal bozuklukların tanı ve tedavisinde önemli katkılar sağlayacağına inanıyoruz.

The increasing professionalization of civil society is a global trend that stems largely from the growing role of third sector organizations in policy making and service delivery. Such a trend can also be identified in Finland, providing a timely moment to take stock of the current provision of tertiary level civil society management education in the Finnish higher education system. In this article, I identify two ways of conceptualizing the role of civil society whereby civil society organizations are seen as a function of either service delivery or democratization. In Finnish civil society education, the latter view tends to be emphasized, leaving a gap between the needs of professionalizing civil society organizations and the current provision of higher education courses on civil society management.

Fundraisers play a vital role in the success of nonprofit organizations, yet relatively little is known about the experiences, motivations, and thought processes that inform their career choice and development. This exploratory, cross‐comparative case study of 3 fundraisers addresses this gap in the literature by examining some formative influences on fundraisers' careers, their professional growth aspirations and opportunities, and how, if at all, they engage in personal philanthropy. Results suggest that fundraisers' aptitudes, skills, and abilities may influence their career choice more than a sense of connection to the nonprofit sector or organizational mission. Further, fundraisers seek opportunities to exercise leadership at the individual, organizational, and community levels. Additionally, their personal philanthropy and social embeddedness play integral roles in their professional development. Although not large enough for generalization, these results suggest the need to study fundraisers holistically, including their psychological development and social embeddedness over time. We argue for the need to move beyond traditional marketing and public relations perspectives to explain fundraising. Instead, future studies should adopt a service‐dominant logic framing that considers fundraisers as part of a larger philanthropic ecosystem. We conclude with several questions to guide future studies toward this line of inquiry.

In recent years, some public officials and advocacy groups have urged that private philanthropies be subject to more uniform standards and stricter government regulation—ranging from board composition to grant distribution to philanthropies' charitable purposes. A major justification cited by advocates of these proposals is the claim that the charitable tax exemption and deduction are government subsidies, and thus philanthropic funds are "public money" and should be publicly controlled. Some advocates also claim that philanthropic assets are public money because philanthropies operate under state charters and are subject to state oversight. In the second edition of this monograph , legal scholars Evelyn Brody and John Tyler evaluate the legal basis of the "public money" claim. They conclude that it is not well founded in legal authority. State oversight of philanthropies is not based on an assertion that philanthropies are subject to state direction or that their assets belong to the public, they write. Similarly, the fact that philanthropies have state charters does not make them state agencies or subject them to the constraints that apply to public bodies. Finally, the philanthropies and their donors receive their federal tax benefits in return for the obligation to pursue public rather than private purposes and to comply with the laws designed to ensure the pursuit of such purposes. There is no evidence, Brody and Tyler find, that these benefits were meant to give government other types of control over philanthropies.

China’s rapid socio-economic transformation has generated extraordinary movements of people from rural areas to urban centres. At the peak of labour migration in the early 2000s, some 100 to 200 million people moved to cities in search of higher wages and better standards of living.

State of Exchange examines how – despite the authoritarian nature of the Chinese state – non-governmental organizations in China have increased dramatically as central and local states tacitly allow migrant NGOs to deliver community services to workers in Beijing and Shanghai. Interacting with spaces and layers of the state at various levels of government, NGOs conduct and scale up their programs, while the state, in turn, engages with NGOs as a means to remain relevant and further legitimize its own interests. Jennifer Hsu uses a new conceptual framework to assess state-NGO relations and ultimately to reveal how NGOs navigate the complex web of central and local government bodies to lend stability to, and form mutually beneficial relationships with, the Chinese state. 

As North Africa and the Middle East move into a new era of politics, the Chinese experience outlined in this book will serve as a blueprint for better understanding the best practices and lessons learned for state-society relationships at the central and local levels.

Nonprofit and philanthropic studies (NPS) is a visible presence at American universities and has achieved academic credibility. This study analyzes the role of academic centers devoted to the nonprofit sector in institutionalizing NPS as a distinctive academic field. It relies on a survey and selected case studies to map nonprofit academic centers and assess their field-building efforts. We find 55 USbased nonprofit academic centers that vary in size, revenue streams, and institutional location. Centers offer a broad range of services that span academia and practice supporting the local and regional nonprofit communities. Both endogenous and exogenous factors supported the founding of these centers, whose sustainability relies on interdisciplinarity, internal and external funding, and institutional support. We propose an evolutionary explanation for NPS's institutionalization.

Despite the growing literature that explains how organization structure develops or changes, there are very few studies that seek to investigate the influence that an organization's structure has on its decision to work across sectors in emergency management (EM). Using EM as a context, this study observes the influence that organizational autonomy has on an agency's choice to work with voluntary organizations in the development of EM plans. Through the analysis of a national survey of county EM agencies, this study finds that an organization's autonomy does not influence its choice to work with voluntary organizations in the development of EM plans; however, the type of organization an EM agency is situated in does. Finally, recommendations for future research are presented to better understand why autonomous organizations enter into cross-sector collaborations.

Die Blunies in: Rette die Blunies Erkenntnisse für die Wirtschaft aus der Entwicklung gemeinnütziger Spiele | I Zusammenfassung Die Entwicklung von professionellen Computerspielen ist ein umfangreicher, komplexer Prozess, der in der Summe seiner Bestandteile und seiner Arbeitsbereiche zu einer Vielzahl von Standardprobleme führen kann, die jedoch auch von Projekt zu Projekt variieren. Die Untersuchung dieser Probleme vollzieht sich in der vorliegenden Untersuchung in einer Gegenüberstellung von professionellen Spieleproduktionen mit Erfahrungswerten aus einem gemeinnützigen, studentischen Entwicklungsprojekt. Dieses methodische Vorgehen soll neue Erkenntnisse und Problemlösungen in der wirtschaftlichen Spieleproduktionen liefern. Grundlage für Daten aus der Wirtschaft bieten dafür die von Spieleentwicklern selbst verfassten und veröffentlichten Postmortems. Die Basis für die Erfahrungswerte aus einem gemeinnützigen Projekt liefert die Darstellung des Entwicklungsprozesses des zum Tag der Deutschen Einheit 2017 erschienenen Spiels "Die Blunies in: Rette die Blunies". Im Verlauf dieser Arbeit werden die aus der Wirtschaft gewonnenen Problemfälle untersucht, kategorisiert und die Probleme in Verhältnissen zueinander eingeteilt. Die Gegenüberstellung mit den Erfahrungswerten dient als Basis zur Nachvollziehbarkeit der Problemfälle, wie auch als Ansatz für neue Lösungsansätze und Erkenntnisse für die Entwicklung von Computerspielen innerhalb der Wirtschaft. Die Blunies in: Rette die Blunies Erkenntnisse für die Wirtschaft aus der Entwicklung gemeinnütziger Spiele | II

Nährlich, Stefan (2006): Vorstands-Management. Frühstücksdirektoren oder Mädchen für alles? in: Ruckh, Mario/Noll, Christian/Bornholdt, Martin (Hrsg.): Sozialmarketing als Stakeholder-Management. Grundlagen und Perspektiven für ein beziehungsorientiertes Management von Nonprofit-Organisationen, Bern, Haupt Verlag, S. 71-85.

"ABSTRACT
In an effort at theoretical clarification, the authors reviewed 45 recent articles reporting empirical research employing the concept of `social capital'. The literature is roughly equally divided between those who treat social capital as an independent variable and those who consider it as a dependent variable, and between those who operationalize the concept principally in terms of norms, values and attitudes and those
who choose a more social structural operationalization, invoking social networks, organizations and linkages. Work on social capital as a mainly normative variable is dominated by political scientists and economists, while sociologists and a wide range of applied social scientists utilize more social structural understandings of the term. We find little to recommend in the use of `social capital' to represent the norms, values and attitudes of the civic culture argument. We present empirical, methodological and theoretical arguments for the irrelevance of `generalized social trust', in particular, as a significant factor in the health of democracies or economic development. Social
structural interpretations of social capital, on the other hand, have demonstrated considerable capacity to draw attention to, and illuminate, the many ways in which social resources are made available to individuals and groups for individual or group benefit, which we take to be the prime focus and central attraction of the social capital concept. The paper concludes by elaborating a context-dependent conceptualization of social capital as access plus resources, and cautions against `over-networked' conceptualizations that equate social capital with access alone."

This paper discusses various issues and challenges facing philanthropy and nonprofit organizations in the United States of America. This report presents effective fundraising strategies and discusses management techniques employed by veterans in the nonprofit sector. Additionally, descriptions of each of the nine major areas associated with foundation funding are summarized, and certain grantsmanship practices are highlighted. Finally, this report will discuss seven basic components necessary for writing a successful grant proposal.

This is the Introduction to the following book:

The Nonprofit World: Civil Society and the Rise of the Nonprofit Sector

DESCRIPTION

John Casey explores the expanding global reach of nonprofit organizations, examining the increasingly influential role not only of prominent NGOs that work on hot-button global issues, but also of the thousands of smaller, little-known organizations that have an impact on people's daily lives.

What do these nonprofits actually do? How and why have they grown exponentially? How are they managed and funded? What organizational, political, and economic challenges do they face? Casey answers these questions and also, liberally using case studies, situates the evolution of the sector in the broader contexts of differing national environments and global public affairs.

With its broad perspective, The Nonprofit World affords readers a thorough understanding of both the place of nonprofits in the global arena and the implications of their growing importance.

THE AUTHOR

John Casey is associate professor in the School of Public Affairs at Baruch College, City University of New York. His previous publications include Policing the World: The Practice of International and Transnational Policing.


CONTENTS

• The Nonprofit World.
• The Rise of the Nonprofit Sector.
• The Evolution of the Nonprofit Sector.
• Comparing National Nonprofit Sectors.
• The Globalization of Ideas.
• Internationalization of the Nonprofit Sector.
• International Nonprofits at Work.
• Stewarding International Nonprofits.
• Emerging Trends.


For ordering information, see:
https://www.rienner.com/title/The_Nonprofit_World_Civil_Society_and_the_Rise_of_the_Nonprofit_Sector

With newly commissioned contributions from an international set of scholars at the forefront of nonprofit management research, this volume provides a thorough overview of the most current management thinking in this field. It contextualizes nonprofit management globally, provides an extensive introduction to key management functions, core revenue sources and the emerging social enterprise space, and raises a number of emerging topics and issues that will shape nonprofit management in future decades. As graduate programs continue to evolve to serve the training needs in the field, The Routledge Companion to Nonprofit Management is an essential reference and resource for graduate students, researchers, and practitioners interested in a deeper understanding of the operation of the nonprofit sector.

Existing change management models have been developed from research undertaken largely within the for-profit sector, with little reference to the unique challenges of the nonprofit sector. This article identifies a number of characteristics of change management that may be unique to the nonprofit sector. The research sought to understand change from the perspective of those within the sector who experienced it using Grounded Theory in a rich single case study as the methodology, applying an inductive reasoning approach to the development of theory. Results point to the impact of four key characteristics that require a more substantial focus in planned change models when applied to nonprofits. These include formal reflection for change agents and change recipients, development of trust, and confidence in the organisation before the actual change, focussing on the individual experience of change, and the sequencing of events from a planning perspective.

Nonprofit organizations perform some of the most important functions in society that support and strengthen communities. They have broad missions and touch nearly every aspect of our lives. Donors, funders, and the general public have escalated their demand for information regarding nonprofit performance, and thus demand for nonprofit accountability has also increased. While the
academic study of nonprofit organizations is a relatively recent phenomenon, the explosive growth in the number and variety of nonprofits around the world, the expansion of nonprofit regulation, and the increased financial pressures necessitate our  understanding this complicated accountability environment. The
term accountability does not have a universally accepted definition; these four articles examine this concept from different viewpoints and in different contexts.

While silo culture is about raising individual or departmental champions, cross-silo culture is about democratizing excellence and making sure everyone is carried along and victory is more of a shared commitment. This combined productivity—which is the hallmark of every cross-silo leadership environment—cannot happen if there is no deliberate effort from leadership to break every silo barrier that may run within the organization

This poster presents a conceptual framework for nonprofit integrated social accounting (NISA). In contrast to prior social accounting models, which consist primarily of individual measures of performance, we take a balanced approach where performance is measured across multiple domains from multiple perspectives. The underlying assumption of the model is that accounting drives behavior and as such, plays an important role in shaping and communicating the ‘reality’ of the organization. In other words, including certain things and excluding others from the accounting statement affects how decisions and policies are made. In the case of the framework presented in this poster, the ‘reality’ we are constructing is based on the economic, social and environmental factors deemed important by the stakeholders of a nonprofit organization. The conceptual framework includes defining social accounting, setting the boundaries of the reporting entity, identifying the objectives of nonprofit reporting, and considering the questions that have to be answered in order to know if the organization is achieving its goals. Finally we propose a social accounting statement for nonprofits based on this framework, bringing together the concepts of conventional accounting, value creation and expanded value added, intellectual capital (human, organizational and relational), and ‘stakeholder-sourcing’ for organizational learning and growth. These concepts inter-relate and focus attention on functional and strategic accountability; efficiency and effectiveness; and feedback and readjustment.

Dr Alex de Voogt is a researcher and teacher at the Department of Management, Faculty of Arts, Leiden University. He specialized in expert thinking processes and problem-solving and was involved in various projects concerning non-profit and international management.

Abstract: This study explores the leadership actions-oriented behavior of school principals in Finland. Actions-orientated behavior
enables the leader to appropriately articulate relations and task orientation to meet the immediate contextual demands and
to accommodate followership toward change and development. The leadership actions-orientated behavior of Finnish school
principals were studied in three schools. In-depth interviews with school actors (principals, vice principals, teachers, special
educators, and nonteaching staff) were conducted to triangulate the analyzed data. It was found that leadership actions-oriented
behavior enabled school leaders to articulate appropriate behavioral patterns to generate motivation and commitment. The
results suggest that actions orientations toward high-on relations enabled leaders to achieve leadership success, while actions
orientations toward high-on task enabled leadership effectiveness. Actions-oriented behavior toward high-on task enables
leadership flexibility with greater leadership elasticity. The results suggest that school actors anticipated a relational approach,
whose actions orientations were high-on task. The results also suggest that relations-oriented behavior is rationally applied by
school leaders who have remained in the organization for a longer time to strengthen the systematic approach. It was found
that leaders’ actions orientation with high-on task were more effective, while leadership actions orientation with high-on
relations generated social harmony. The results suggest that leadership actions-oriented behavioral flexibility and mobility can
be maintained by articulating high relations to low relations and high task to low task, not necessarily from task to relations or
relations to task alone. In doing so, a leader’s personality is prevented from distortions and behavior dysfunction.

Keywords: leadership behavior, actions-oriented behavior, relations-oriented behavior, task-oriented behavior, contextual variation,
leader’s case study, behavioral articulation, Finland, Skills, Ability, Competences and Intelligence (SACI)

For decades, non-profit and voluntary sector organisations have acted as the intermediaries between donors who want to contribute money to help a cause and the beneficiaries of a cause. The non-profits would be responsible for marketing, fundraising, choosing the appropriate beneficiaries to help, monitoring the giving, and often delivering the service to beneficiaries. Recently, however, there has been a rise in individuals taking matters of altruism and fundraising into their own hands, thereby increasing the risk that the charity sector could become the next victim of disintermediation, i.e. the process of removing the intermediary from future transactions.

Die grenzüberschreitende, internationale Geschäftstätigkeit gewinnt zunehmend an Bedeutung. Das Erschließen neuer Märkte und die Verlagerung von Produktionsstätten an ökonomisch vorteilhaftere Standorte sind nur zwei von vielen Gründen, die Unternehmenstätigkeit ins Ausland auszuweiten. Ein Großteil dieser internationalen Geschäftstätigkeit geht heute von multinationalen Unternehmen aus, die aus ihrem multinationalen Netzwerk deutliche Wettbewerbsvorteile generieren. Dies setzt allerdings eine funktionierende Zusammenarbeit zwischen den einzelnen Netzwerkteilen voraus, um das gemeinsame Unternehmensziel - die Steigerung der Unternehmensleistung - effektiv verfolgen zu können. Die Koordination des Netzwerkes und die gemeinsame Zielerreichung sind daher zentrale Führungsaufgaben, die im interkulturellen Kontext mit grundsätzlich anderen Anforderungen verbunden sind als im Heimatunternehmen. Führung im internationalen Kontext bedeutet die Bewältigung komplexer Herausforderungen, die sich aus der kulturellen Diversität ergeben. Leistung basiert auf Zufriedenheit, das bedeutet, Mitarbeiter, die mit ihrer Aufgabe nicht zufrieden sind, sind entsprechend wenig motiviert, sich für die Erreichung der Unternehmensziele zu engagieren. Die interdependenten Leistungs-erwartungen von Unternehmen und Mitarbeitern bilden die Basis der Führung, die im internationalen Netzwerk mit verschiedenen Verhaltensmustern, Denkweisen und Wertvorstellungen konfrontiert wird, auf die im Unternehmenssinne reagiert werden muss. Damit entscheidet letztlich das Führungsverhalten bzw. der Führungsstil darüber, ob ein multinationales Unternehmensnetzwerk seinem Leistungsanspruch gerecht werden kann oder nicht. Ziel dieser Arbeit ist es, verschiedene Führungsstile zu analysieren und hinsichtlich ihrer Wirkung auf die Unternehmensperformance im interkulturellen Kontext zu untersuchen. Dafür werden zunächst die Charakteristika multinationaler Unternehmen und Netzwerke, ihre Strategien und Organisationsstruktur analysiert. Daran anschließend werden der Begriff der Führung erläutert und verschiedene Führungsstile und Führungsverhaltensweisen vorgestellt. In Kapitel vier werden die wichtigsten Führungsstiltheorien dargestellt, bevor in Kapitel fünf und sechs schließlich die Interdependenzen zwischen Führung im interkulturellen Kontext und Unternehmensperformance thematisiert werden.

The establishing of large churches in urban Metro Manila was a phenomenon that imperceptibly began in the 80s.  After more than two decades, these large churches had become a permanent, visible, and influential feature of the church scene.  It became a subject of interest to identify the leadership attributes of these pastors and to analyze the development these qualities.  Significant are the consequent implications to educational providers on leadership.
The purpose of the research is to discover the leadership qualities of pastors of large churches in urban Metro Manila, determine the development of these qualities, and define the emergent guidelines for designing a pastoral leadership development program.
The research design employed a mixed-methodology executed in three phases.  The first phase, quantitative and utilized two instruments, a Basic Demographic Survey and the Leadership Practices Inventory.  These instruments identified the leadership attributes of the pastors.  The second phase, qualitative and employed the Appreciative Inquiry interview questionnaire.  It analyzed the developmental process of the leadership attributes.  The third phase triangulated the combined data of the two previous methods.  It generated design elements for a pastoral leadership development program.
The selection criterion focused on member churches of the Philippine Council of Evangelical Churches that have a minimum of 800 attendees in their Sunday worship services and led by the same pastor for a minimum of ten years.  The criterion yielded a population size of 20 churches (N=20), sample size 19 pastors (n=19).  A nonrandom purposive sample circumscribed respondents that were information rich.
The leadership attributes, from highest to lowest, were enabling others to act, modeling the way, inspiring a shared vision, encouraging the heart, and challenging the process.  Top 30%: the percentile ranking of these pastors.  The observer results, from the highest to the lowest, were inspiring a shared vision, enabling others to act, modeling the way, challenging the process, and encouraging the heart.  Grouped according to demographic variables, the ranking of the leadership attributes is rearranged.
The leadership attributes were developed through informal, non-formal, and formal education.  Six pastors have ministry-related doctorates, five have credentials from Bible colleges and other similar institutions, three have secular masters degrees, and everyone have attended some form of non-formal ministerial trainings.  Responding properly and intentionally to the developmental stages of the church further contributed to formation of leadership attributes.
The emergent guidelines on designing a pastoral leadership development program are expressed through the acronym LEAD.  Link the learners with their calling.  Enlist teachers based on recognized expertise.  Adapt relevant content and strategies.  Develop objectives in line with ministry.

Formal succession planning strategies for retiring Baby Boomer generation of leaders in nonprofit organizations (NPOs) are nonexistent in many NPOs, including faith-based NPOs. Top NPO leaders possess vital organizational knowledge and experience. The lack of strategic succession planning adversely affects organizational sustainability and
mission fulfillment. Guided by the conceptual framework of knowledge transfer, the current study supplies a description of succession planning strategies used in faith-based organizations that have Boomer leaders. This multiple case study included 3 faith-based
NPOs in Miami-Dade and Broward Counties in Florida and their top-level leaders. They
supplied descriptions of formal succession planning strategies through semistructured
interviews and through related organizational documents. An inductive analysis of the
data revealed that (a) key leaders were the initiators for developing a strategic plan for
succession, (b) boards of directors were critical to the process, and (c) leadership
transition, planned or unplanned, required preparation and documented policies that must
be reviewed at regular intervals. Leadership development is a valuable practice, which
contributes to succession planning strategy. Influential leaders and board members of
NPOs may receive inspiration to engage in succession planning strategies to maintain
capable and prepared leaders at the top levels of the organizations as a means to ensure
organizational sustainability and mission fulfillment. Positive social change happens in
communities by encouraging a positive societal culture and identity through
uninterrupted NPO services and programs. Improving the lives of community members
enhances the communities in which they live.

This study presents the results of a large-scale online survey and interviews on knowledge management practices within the nonprofit fundraising sector. Hurley and Green (2005) define knowledge management (KM) as the process individuals use to "create, capture, acquire, and use knowledge to support and improve the performance of the organization" (p. 1). The study describes fundraisers' information storage and retrieval strategies and highlights lead users' innovations. If an existing organizational KM strategy does not meet writers' job needs, lead users will re-appropriate existing software or online technologies. Some of the re-appropriated technologies include blogs for sorting and tagging information, multi-author wikis/document sharing services, and customized databases. Grant professionals should realize and value their contributions to institutional memory and consider sharing their KM strategies with colleagues, managers, and partners. Grant stakeholders who share KM strategies may maximize their knowledge resources, develop best practices, and advance grant readiness.

Foundation Transparency - Opacity: It’s Complicated
Abstract

Private philanthropy has been referred to as one of the least transparent and accountable social institutions in the United States.  Accordingly, private foundations are being challenged to become more transparent.  Like other charitable institutions, private foundations already disclose extensive information about their activities in federal tax returns, which the public can easily access.  Yet, a widely held presumption is that private foundations remain intensely and uniformly opaque.  Research findings confirmed that private foundations are generally opaque, but also found that they selectively engage in situational transparency, which is not generally observed in the literature.  This article makes three contributions.  First, it uses specific indicators to assess the existence private foundation opaque practice, resulting in important insights regarding the contexts in which each may occur.  Second, it reports findings that, under certain circumstances, private foundations have intentionally relaxed their opaqueness in favor of greater transparency with certain grantees in furtherance of philanthropic objectives.  Third, several questions are posed to help guide foundations in deciding for themselves how and with whom they might wish to engage in greater transparency.  Research findings discovered that the matter of transparent/opaque practice in private philanthropy is less than straightforward.  As it turns out, transparent/opaque practice among private foundations is a nuanced and complicated matter.

Intimate partner violence is often thought of as a feminized issue that only affects women, though there are also male victims. Unfortunately, a significantly large majority of nonprofit organizations do not acknowledge male victims and they do not provide services for them. The perpetrator-victim dyad used by the nonprofit anti-domestic violence sector is influenced by gendered perceptions of victimhood which influences how masculinity is constructed in society. Victimhood is feminized while violent perpetration is masculinized, when in reality the nuanced and shifting power and control dynamics in a relationship can easily change someone’s role. Male victims have a challenging time breaking norms of masculinity and femininity. Males are known to initiate violence to control and manipulate their partners; thus, they are often (always) viewed to be the perpetrator in cases of intimate partner violence, though some of them may actually be victims. Male victims of intimate partner violence are an underserved and ignored population in the nonprofit anti-domestic violence sector.

This paper explored factors that prevent heterosexual male victims of intimate partner violence from reporting their cases. Data was gathered through interviews with nonprofit professionals and scholarly articles found in academic research databases. The findings reveal that stigmatizing social conditions based on perceived gender roles and the language used in nonprofit informational material prevent heterosexual male victims from reporting their cases and seeking help, which results in heterosexual male victims not receiving assistance from the nonprofit
system. Heterosexual male victims need to have services that acknowledges their needs and allows them to develop and promote healthy models of masculinity.

This project was done in partnership with Sonshine Community Services in Calgary and examined the leadership style that is inducive of creating a trauma-informed workplace for all staff. To answer this question, the project captured the experiences of staff using the Professional Quality of Life Scale (Stamm, 2008), Posttraumatic Stress Disorder Checklist for DSM-5 (Weathers et al., 2013) and three liberating structures to support the leadership team in understanding the staff survey results. Results showed staff had a good professional quality of life overall, leaders generally utilized a servant leadership approach to support staff, and leaders can benefit from intentionally articulating their leadership approach and utilizing it to develop a holistic change management plan. This project demonstrated that sincere efforts to care for staff is a good starting point, but leaders must follow through on plans of action if they are to truly transform their organization