Survey shows nonprofit leaders taking big steps to weather challenges

2021 ◽  
Vol 37 (8) ◽  
pp. 3-3
Keyword(s):  
Nonprofit Leaders

scholarly journals Developing Workforce Capability in Nonprofits Through Effective Leadership

2021 ◽  
Vol 20 (1) ◽  
Author(s):  
Catherine Byrnes Smoyer ◽  
Rocky J Dwyer ◽  
Janice K. Garfield ◽  
Brandon D. Simmons
Keyword(s):  
United States ◽  
Nonprofit Organizations ◽  
Single Case ◽  
Full Range ◽  
The United States ◽  
Annual Reports ◽  
Structured Interviews ◽  
Full Range Leadership ◽  
Available Information ◽  
Nonprofit Leaders

Leaders of nonprofit organizations in the United States must build workforce capabilities to meet increasing demands for services. This single-case study explored strategies nonprofit leaders used to build workforce capability to address increasing service demands. The conceptual lens for this study was the full-range leadership theory. Data were collected through semi-structured interviews with senior executives of a single nonprofit organization located in the Midwestern region of the United States, which included internal organizational and workforce performance data, strategy plans, annual reports internal and external financial documents, and publicly available information. Four major themes related to building workforce capacity emerged from a thematic analysis of the data: (1) an emphasis on employee development, (2) the expansion of technology systems, (3) a concentration on developing a culture of autonomy and trust, and (4) the introduction of processes and measurements. The findings from this study might contribute to positive social change by providing nonprofit leaders with strategies and data to support a deeper understanding of how to effectively build workforce capability to address increasing service demands.

Caught Between Volunteerism and Professionalism: Support by Nonprofit Leaders for the Donative Labor Hypothesis

2018 ◽  
Vol 40 (2) ◽  
pp. 327-349 ◽  
Author(s):  
Mirae Kim ◽  
Étienne Charbonneau
Keyword(s):  
Labor Market ◽  
Online Survey ◽  
Supply And Demand ◽  
Nonprofit Sector ◽  
Survey Experiment ◽  
Executive Directors ◽  
Social Expectations ◽  
Social Expectation ◽  
Nonprofit Leaders

The rise of professionalism within the nonprofit sector has transformed the sector’s reliance on well-meaning volunteers to paid professionals. While the professionalization of the nonprofit workforce is likely to continue, nonprofits are increasingly challenged for their inability to pay competitive wages. Our study argues that a social expectation for nonprofit employees to forgo some of their wages influences the donative labor narrative, which in turn impacts low nonprofit wages. We present data from an online survey experiment of executive directors at 467 nonprofits, along with their organizations’ Form 990 filings, to contrast socially biased attitudes and genuine views toward the donative labor hypothesis. The findings illustrate that the donative labor narrative should be understood as a result of social expectations for sacrifice of nonprofit employees, rather than a simple outcome of supply and demand in the labor market. We discuss the need to reframe the widespread donative labor narrative.

scholarly journals Making Public Policy toward the Nonprofit Sector in the U.S.: How and Why Broad, “Sector” Interests Are Advanced – Or Not – in Federal Policymaking

2016 ◽  
Vol 7 (2) ◽  
pp. 257-284 ◽  
Author(s):  
Alan J. Abramson
Keyword(s):  
Public Policy ◽  
Nonprofit Sector ◽  
Indirect Costs ◽  
Federal Funds ◽  
Vital Part ◽  
Free Riders ◽  
American Society ◽  
Almost All ◽  
The U.S ◽  
Nonprofit Leaders

AbstractThe nonprofit sector is a vital part of U.S. society with roots deep in the country’s history. In light of the nonprofit sector’s favored place in American society, it is perhaps not surprising that nonprofit leaders have had some important successes in advancing sector-interests in federal policymaking since 2000, which is the focus of this paper. Nonprofit sector advocates have secured some significant new sector-wide benefits (e. g., the recently established mandate that nonprofit contractors paid with federal funds be reimbursed reasonable indirect costs) and, perhaps just as importantly, have fended off numerous attacks on sector interests (e. g., efforts to cap the value of itemized deductions for upper-income taxpayers). However, while nonprofit sector leaders have won some notable policy victories in recent decades, especially in defending sector interests, they have also been somewhat frustrated in efforts to advance the sector even further by a variety of structural and other constraints that weaken the nonprofit sector (and some other industries) in federal policymaking. Importantly, almost all interests typically win many more “defensive” than “offensive” policy victories. At the same time, nonprofit sector advocates have also been weakened by free riders (who limit advocacy in other industries as well), the subsector orientation of many nonprofits, limits on nonprofit lobbying and electoral activity, the disconnect of national sector advocates from local nonprofit leaders, and other reasons. Suggestions for overcoming these challenges include: strengthening links between local and national sector advocates, connecting sector and subsector advocacy efforts, perhaps relaxing restrictions on nonprofit lobbying and electoral activity, better resourcing national sector advocates, and finding and communicating the “big idea” behind the sector that will persuade policymakers to be more supportive.

Inclusion Is Important . . . But How Do I Include? Examining the Effects of Leader Engagement on Inclusion, Innovation, Job Satisfaction, and Perceived Quality of Care in a Diverse Nonprofit Health Care Organization

2019 ◽  
Vol 48 (4) ◽  
pp. 716-737 ◽  
Author(s):  
Kim C. Brimhall
Keyword(s):  
Job Satisfaction ◽  
Health Care ◽  
Quality Of Care ◽  
Health Care Organization ◽  
Perceived Quality ◽  
Care Organization ◽  
Employee Job Satisfaction ◽  
Perceived Quality Of Care ◽  
Nonprofit Leaders

Nonprofit leaders and managers are recognizing the benefits of creating inclusive organizations in which everyone feels valued and appreciated, yet little is known about how leaders can foster workplace inclusion. This study examined the relationships among leader engagement, inclusion, innovation, job satisfaction, and perceived quality of care in a diverse nonprofit health care organization. Data were collected at three points in 6-month intervals from a U.S. nonprofit hospital. Multilevel path analysis indicated significant direct associations between leader engagement, inclusion, and innovation. Innovation was directly linked to improved job satisfaction and perceived quality of care. Significant indirect effects were found from leader engagement to increased job satisfaction and perceived quality of care through increased climates for inclusion and innovation. Findings suggest that nonprofit leaders who engage others in critical organizational processes can help foster an inclusive climate that leads to increased innovation, employee job satisfaction, and perceived quality of care.

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