An Examination of the Perceptions of Stakeholders on Authentic Leadership in Strategic Planning in Nonprofit Arts Organizations

Rhine, Anthony

doi:10.1080/10632921.2015.1013169

Cited by 9 publications

(8 citation statements)

References 22 publications

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“…Así, se debe tener claro que la confianza en estas entidades es extremadamente frágil, puesto que es muy difícil conseguirla, pero muy fácil perderla. Consecuentemente, el principal desafío de una ESFL es obtener legitimidad de cara a todos aquellos que de una manera u otra se relacionan con ella, siendo por lo tanto clave la transparencia como elemento fundamental para garantizar dicha legitimidad (Herlin, 2015), así como confianza (Herman y Renz, 1999;Fisher, 2015), credibilidad social (Brown y Moore, 2001;Huang, 2017), honestidad (Rhine, 2015) y legalidad (Elechiguerra, Corral-Lage y Maguregui, 2015;Peng, Pandey y Pandey, 2015) para que éstas puedan desarrollarse y avanzar en el cumplimiento de su misión.…”

Section: La Transparencia En La Emisión De Información Externa En Lasunclassified

La identificación de los grupos de interés de las entidades sin fines de lucro en la emisión de información transparente

Urionabarrenechea

Lage

Arrizabalaga

2019

REVE

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Resumen. Actualmente, la sociedad se está concienciando de que cualquier tipo de organización debe informar y comunicar de manera veraz, clara y objetiva. Este proceso está relacionado con su nivel de transparencia. Precisamente, los diferentes grupos de interés o stakeholders de las Entidades Sin Fines de Lucro (ESFL) han incrementado de manera notable su demanda de información con una notificación más amplia de sus actividades. Con la entrada en vigor de la Ley 19/2013, de transparencia, acceso a la información pública y buen gobierno, se normativiza el proceso. Sin embargo, la obligación de publicidad activa que plantea es necesaria pero no suficiente, si tenemos en cuenta también las propias características y vicisitudes del Sector. Así, el objetivo del trabajo es identificar, desde el punto de vista de las propias ESFL, quiénes pueden ser considerados como sus grupos de interés y deben demandar una información transparente. Asimismo, se pretende determinar cuáles son los atributos que la emisión de una información transparente aporta a estas entidades. La metodología empleada ha sido fundamentalmente una exhaustiva revisión bibliográfica, complementada con un estudio empírico a través de un cuestionario en el que se recoge la opinión de 140 ESFL españolas. Los resultados obtenidos, después de analizados, han permitido elaborar unas conclusiones relevantes. Se destaca la necesidad cada vez mayor de impulsar la transparencia como mecanismo de supervivencia y calidad de las ESFL, y de concienciar que comunicar una información transparente no es una carga adicional en la labor que desempeñan, sino una posibilidad para ofrecer un valor añadido a la organización. Palabras clave: Transparencia; ONG; Usuarios; Información; Sociedad. Claves Econlit: A13; L31; M41.[en] Identifying stakeholders of non-profit organizations in the issuance of transparent information Abstract. Currently, society is becoming aware that any organization must inform and communicate accurately, clearly and objectively. This process is related to its level of transparency. Thus, the different stakeholders of non-profit entities have increased significantly their demand for information with a broader notification of their activities. The process is regulated with the entry into force of Law 19/2013, of transparency, access to public information and good governance. However, if we consider _____________ 1 Universidad del País Vasco, España Dirección de correo

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Section: La Transparencia En La Emisión De Información Externa En Lasunclassified

La identificación de los grupos de interés de las entidades sin fines de lucro en la emisión de información transparente

Urionabarrenechea

Lage

Arrizabalaga

2019

REVE

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“…The review performed by them indicated the publication, between 2014 and 2016, of only eight articles in which an exclusively qualitative approach was adopted. The studies aimed at: investigating AL in school environments (Glowacki-Dudka & Griswold, 2016;Greenier & Whitehead, 2016;Shapira-Lishchinsky & Levy-Gazenfrantz, 2015); analyzing gender issues and AL (Liu, Cutcher, & Grant, 2015); proposing AL for specific environments such as strategic planning (Rhine, 2015); analyzing paradoxes of authenticity in the practice of leadership (Nyberg & Sveningsson, 2014); and analyzing AL in nursing practices (Shapira-Lishchinsky, 2014; Waite, McKinney, Smith-Glasgow, & Meloy, 2014). None of the studies, therefore, investigated the congruence between the leader's discourse and the AL theory, aiming to enlarge it and/or contribute to its consolidation.…”

Section: Liderazgo Auténtico: Un Análisis Temático Teórico Del Discurmentioning

confidence: 99%

Authentic Leadership: A Theoretical Thematic Analysis of the Contemporary Brazilian Leader’s Speech

Campos

Rueda

2019

Paidéia (Ribeirão Preto)

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Authentic leadership has been prominent in research of organizational behavior since the beginning of this century. This study aimed to investigate the congruence between the theory of authentic leadership, in the form as condensed by some scholars of the area, and the discourse of the contemporary Brazilian leader. Ten professionals with experience in leadership positions participated. This is a qualitative study that used a structured interview for data collection and theoretical thematic analysis for the treatment of the data. The testimonies allowed to discriminate typical discourses of authentic and non-authentic leaders in a congruent way to the theory, regarding the definitions of the components of authentic leadership. We concluded that the findings contribute to the evolution of the construct and provide insights for the continuity of research in the area, suggesting a focus on longitudinal studies.

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“…This identity may be perceived as a key component when maintaining the continued support of stakeholders (Young, 2001). More specific to fine arts nonprofits, Rhine (2015) suggested that "professional leadership of nonprofit fine and performing arts organizations faces a longterm need to plan strategically to deal with changes in the national landscape of arts patronage, such as decreasing attendance and shrinking public and private financial support" (p. 3). Rhine (2015) examined "stakeholder perceptions of interactions between authentic leadership traits and strategic planning in nonprofit arts organizations" (p. 4).…”

Section: Teacher Leadershipmentioning

confidence: 99%

“…Respondents described leadership of the strategic planning process as either effective, moderately effective, or ineffective (Rhine, 2015, p. 8). Additionally, respondents perceived authentic leaders as having aligned the values of the organization with their own (Rhine, 2015). Rhine (2015) suggested that there was a distinct connection between "authentic leadership traits and satisfaction with the organization.…”

Section: Teacher Leadershipmentioning

confidence: 99%

“…Additionally, respondents perceived authentic leaders as having aligned the values of the organization with their own (Rhine, 2015). Rhine (2015) suggested that there was a distinct connection between "authentic leadership traits and satisfaction with the organization. Leaders who demonstrate more inclusion, collaboration, and honest beliefs that the future holds great potential are more appreciated" (p. 20).…”

Section: Teacher Leadershipmentioning

confidence: 99%

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Before the singing : the journey of an artistic director

Phelps¹

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Reflective practices and teacher leadership development can be meaningful and integral components of music teacher education. The purpose of this study was to examine the professional journey and reflective practices of an artistic director of a large, nonprofit community children's choir organization in the Midwestern United States. The conceptual framework for this case study with narrative techniques included two main areas of practice: reflective teaching (critically reflective teaching and reflective practitioner) and teacher leadership. The overarching research question asked: How does a successful children's choir director enact effective teacher leadership through reflective practices? The related sub-questions were as follows: 1) How does the participant's life history inform her vision for the organization? 2) What characterizes the participant's views of teacher leadership and creative work as artistic director? 3) What characterizes the participant's views of learning and teaching in the children's choir context? Data collection included transcripts from three semi-structured interviews, a follow up interview, two rehearsal observation sequences with one video-stimulated recall iteration, field memos, and artifacts. I used a constant comparative method to examine the coded transcripts, memos, field notes, video observation logs, and artifacts. Trustworthiness was established through data triangulation, a follow-up interview, participant checking, and peer checking. Three main themes emerged from the analysis: building a scaffold for reflective teacher leadership, artistic director as leader, and the intersection of reflective practitioner and teacher leader. Findings suggested that the participant's well-defined philosophies of leadership and teaching, reflective rehearsal pedagogy, and pedagogical thoughtfulness had a significant, positive impact on the high quality, experiential opportunities provided to the choristers and the choir organization as a whole.

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An Examination of the Perceptions of Stakeholders on Authentic Leadership in Strategic Planning in Nonprofit Arts Organizations

Cited by 9 publications

References 22 publications

La identificación de los grupos de interés de las entidades sin fines de lucro en la emisión de información transparente

La identificación de los grupos de interés de las entidades sin fines de lucro en la emisión de información transparente

Authentic Leadership: A Theoretical Thematic Analysis of the Contemporary Brazilian Leader’s Speech

Before the singing : the journey of an artistic director

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