“I want to move once I have got things straight”: Voluntary sector chief executives' career accounts

Harrow, Jenny; Mole, Veronica

doi:10.1002/nml.91

Cited by 16 publications

(26 citation statements)

References 20 publications

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“…Identification with a sector can lead to structuring one's entire career within the same sector (Harrow & Mole, 2005). Choice of an MPA over an MBA program may reflect a call to public service.…”

Section: Predicting Sector Of Employmentmentioning

confidence: 99%

Is the Grass Greener? Sector Shifting and Choice of Sector by MPA and MBA Graduates

Tschirhart

Reed

Freeman

et al. 2008

Nonprofit and Voluntary Sector Quarterly

104

118

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Despite debate about distinctions among employment in the government, nonprofit, and business sectors, little research exists on the likelihood of, or barriers to, movement across sector boundaries. The authors propose and test models explaining individuals' current sector of employment-business, government, or nonprofit-and their sector-shifting behavior. They use survey data from 688 alumni of four schools: two offering MBAs and two offering MPAs. Study results indicate that most respondents have a favored sector when they graduate and remain within that sector for their employment. Results also indicate that this sector preference is influenced by perceived competence in the sectors and individuals' career values. This study shows that sector shifting is tied to sector desires and the strength of protean career orientation. The results are used to address existing claims about careers and to build understanding of influences on perceived sector competence and desires. The discussion informs employers and educators.

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Section: Predicting Sector Of Employmentmentioning

confidence: 99%

Is the Grass Greener? Sector Shifting and Choice of Sector by MPA and MBA Graduates

Tschirhart

Reed

Freeman

et al. 2008

Nonprofit and Voluntary Sector Quarterly

104

118

View full text Add to dashboard Cite

show abstract

“…Nonprofit typologies are not unprecedented. Harrow and Mole (2005) created a leader typology based on paid philanthropists, careerists, and nonaligned. Similarly, Young (1986) created an early typology of social entrepreneurs based on artists, professionals, believers, searchers, independents, conservers, and power seekers.…”

Section: The Professional Administrator (Low Nonprofit High Management)mentioning

confidence: 99%

Street Credentials and Management Backgrounds: Careers of Nonprofit Executives in an Evolving Sector

Suárez

2009

Nonprofit and Voluntary Sector Quarterly

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The nonprofit sector is confronting a potential leadership deficit and mounting pressures to become more efficient and businesslike. To begin to assess how these tensions inf luence pathways to leadership, this study investigates the professional backgrounds and nonprofit experience of leaders in the sector. Analysis demonstrates that some leaders have management credentials and management experience, but many advance in the nonprofit sector through substantive experience alone. Even though some nonprofit executives have spent most of their careers in the public sector or the business sector, the study also demonstrates that a nonprofit ethic matters a great deal for leadership. These findings suggest that substantive experience and dedication to the nonprofit sector constitute primary pathways to leadership in the sector, raising many questions about the role of management expertise and the evolution of leadership in the sector.

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“…Such a deficit could have negative implications for society due to the sector's impact upon the economy and its role in community building (Salamon, 2012, Pettijohn, 2013, CalNonprofits, 2014. While a large number of people ages 50 to 70 who did not have previous nonprofit experience may be interested in employment within the nonprofit sector (Met Life and Civic Ventures, 2005), studies that examine the sector experience of nonprofit leaders are limited (Harrow & Mole, 2005, Suarez, 2009. Moreover, I was not able to find any studies that examined the impact of prior sector experience upon nonprofit leadership.…”

Section: Problem Statement/purposementioning

confidence: 99%

“…Research on the impact of sector experience on those who end up leading nonprofit organizations is rather limited. Based upon the accounts of 60 leaders of voluntary organizations in England, Harrow and Mole (2005) developed three typologies of nonprofit leaders, based primarily upon sector commitment and managerial experience. The study also, however, categorized approximately 40% of respondents as "Nonaligned."…”

Section: Statement Of the Problemmentioning

confidence: 99%

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Who Leads Nonprofit Organizations and What Does it Matter? A Mixed Methods Study of the Impact of Different Sector Experience on Nonprofit Leadership

Tune¹

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“I want to move once I have got things straight”: Voluntary sector chief executives' career accounts

Cited by 16 publications

References 20 publications

Is the Grass Greener? Sector Shifting and Choice of Sector by MPA and MBA Graduates

Is the Grass Greener? Sector Shifting and Choice of Sector by MPA and MBA Graduates

Street Credentials and Management Backgrounds: Careers of Nonprofit Executives in an Evolving Sector

Who Leads Nonprofit Organizations and What Does it Matter? A Mixed Methods Study of the Impact of Different Sector Experience on Nonprofit Leadership

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