Strategic Capacity Building in Community Development Organizations Post COVID-19: A Multi-Dimensional Approach to Describing Social Capital

Much like the 2008 financial crisis, the aftermath of the COVID-19 pandemic will likely shape historically underserved communities for decades to come. Now, more than perhaps ever before, community development organizations (CDOs) will be central actors and foundational institutions for sustainable economic growth. Our data suggest social capital is important for CDO capacity across multiple dimensions. Given the central role CDOs will likely play in rebuilding local economies in the wake of the pandemic, we highlight how these organizations can use social capital to maintain and build political, resource, network, and organizational capacity.

"Filling everybody’s buckets": The impact of participation in community development organizations on women’s capabilities in northern British Columbia

This research explores the experiences of women participating in CDOs (community development organizations) in communities in northern British Columbia and how that participation affects their capabilities. Data was gathered through interviews, electronic surveys, and participant observation. This data was then assessed within the combined theoretical frameworks of the capabilities approach and participatory development. Through analysis, the positive impacts of women’s participation in CDOs on their capabilities and communities were brought to light.

Impact Assessment of Leadership Style on Job Satisfaction of NGO Employees in Uttarakhand-India

<div><p><em>Leadership styles in recent studies have been debated significantly but their role in contributing job satisfaction of employees have not been addressed by the researchers. Therefore, a study was conducted to assess the impact of leadership styles on job satisfaction of employees in the two NGO’s (Non Government Organisations) HIFEED and HESCO from Uttarakhand through an empirical study. NGO’s in India involve diverse activities ranging from training facilities and independent trainers providing non-formal education, grant-making organizations, community development organizations, microfinance associations, self-help groups, and organization addressing public health. In the study, leadership styles were studied as participative, supportive and instrumental. Results show that supportive style of leadership was predominantly followed by managers. Participative leadership style positively impacts job satisfaction followed by supportive style of leadership. But instrumental leadership style was found to have a negative impact on the job satisfaction of employees. </em></p></div>