CEO Power and Nonprofit Financial Performance: Evidence from Chinese Philanthropic Foundations

Wei, Qian

doi:10.1007/s11266-019-00187-4

Cited by 5 publications

(4 citation statements)

References 69 publications

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“…The power of CEOs in nonprofits has been underresearched despite their critical role in leading nonprofits to achieve social missions amidst complex challenges (Wei, 2021). As the participants in this study confirmed, the power of CEOs is drawn from the central role they play in running operations, thereby allowing CEOs to control information about the organization that reaches the board.…”

Section: Discussionmentioning

confidence: 99%

“…As the participants in this study confirmed, the power of CEOs is drawn from the central role they play in running operations, thereby allowing CEOs to control information about the organization that reaches the board. According to Wei (2021), nonprofit CEOs have access to power through two dimensions: structural power (formal power given through the responsibility of running operations) and individual power (the CEO's individual attributes and behaviors) (Wei, 2021). While structural power arises from one's position and authority in an organization, the power an individual has as a result of their behaviors and characteristics is more likely to determine how well they lead the organization to achieve its mission (Wei, 2021).…”

Section: Discussionmentioning

confidence: 99%

“…According to Wei (2021), nonprofit CEOs have access to power through two dimensions: structural power (formal power given through the responsibility of running operations) and individual power (the CEO's individual attributes and behaviors) (Wei, 2021). While structural power arises from one's position and authority in an organization, the power an individual has as a result of their behaviors and characteristics is more likely to determine how well they lead the organization to achieve its mission (Wei, 2021). Pettigrew and McNulty (1995) offer a similar explanation by arguing that the power of executives (and board members and board chairs) is derived from (1) structural and contextual factors (e.g., their position in the organization, expertise, access to information, and relationships with key stakeholders) and ( 2) the individual's ability (their "will" and "skill") to exercise the power available to them from structural and contextual factors.…”

Section: The Power-structure Of Hybrid Organizationsmentioning

confidence: 99%

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The power‐structure model of non‐profit governance

Bruni-Bossio

Kaczur

2021

Corporate Governance

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Research Question/Issue: The Power-Structure Model of Non-Profit Governance provides an understanding of the types of power exhibited by different stakeholders in nonprofit organizations.Research Findings/Insights: This qualitative study involved 21 semistructured interviews with board chairs of socially focused nonprofits. A grounded theory-based approach was used to code extracted data into grouped concepts and to develop the model. Findings from the study indicate that (1) the reward and legitimate power of funders trumps almost all the other types of power in a nonprofit organization, (2) a board's legitimate power over management cannot surmount management's informational power, and (3) there may be a power struggle between the board chair's informational/referent power and the board members' expert/referent power.Theoretical/Academic Implications: The Power-Structure Model of Non-Profit Governance, which was conceived using theory and qualitative data, incorporates French and Raven's (1959) five types of social power to outline the power structure of nonprofits and how it differs from the traditional organizational structure. The model offers new perspectives on researching power and decision making in organizations and how appropriate governance can help to reduce power asymmetry between the CEO and the board.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: The Power-structure Of Hybrid Organizationsmentioning

confidence: 99%

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The power‐structure model of non‐profit governance

Bruni-Bossio

Kaczur

2021

Corporate Governance

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“…), little research has examined whether the positive link between female leadership and organizational transparency applies to nonprofit transparency ratings by a charity watchdog, which can have a direct impact on an organization's fundraising outcomes. Existing research finds that organizations with a female CEO receive less charitable contributions than ones with a male CEO, controlling for various organizational characteristics (Brown & Harris, 2023; Heckler, 2019; Wei, 2021), and examining the differences in external accreditations of transparency between organizations led by men and by women may help understand the differences in fundraising outcomes depending on CEO gender. This study tests if there exist differences in receiving an external accreditation of transparency and a higher‐level accreditation between female‐led and male‐led organizations, using the case of GuideStar Seal of Transparency (SOT).…”

Section: Introductionmentioning

confidence: 99%

Un(der)rated: Nonprofit leader gender and external accreditations of transparency

Lee

2023

Journal of Philanthropy and Marketing

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The gender‐ethics theory posits that female leaders' higher ethical standards contribute to an improved culture of transparency within an organization. This study examines if the positive implication of women's leadership for organizational transparency replicates in the context of an external accreditation of transparency, using the case of GuideStar's Seal of Transparency (SOT). Unlike what gender‐ethic theory suggests, the results reveal that nonprofits led by female CEOs are not only less likely to have an SOT, but the gap based on CEO gender also increases for higher‐level seals. This study explains the contradiction using concepts of the gender leadership gap and gender differences in the pursuit of external accreditations.

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