Leadership succession and the performance of nonprofit organizations: A fuzzy‐set qualitative comparative analysis

Li, Hui

doi:10.1002/nml.21339

Cited by 38 publications

(27 citation statements)

References 54 publications

(52 reference statements)

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“…Although we focused on questions of identity and integration, we realize that researchers and practitioners are interested in merger success as measured by financial indicators. Although it is difficult to isolate and measure outcomes following transition, recent research has identified factors in nonprofit postsuccession performance (Li, ). Additional research might further explore themes raised in this study in relation to postmerger performance.…”

Section: Discussionmentioning

confidence: 99%

Identity and integration: The roles of relationship and retention in nonprofit mergers

Cooper

Maktoufi

2019

Nonprofit Mgmnt & Ldrshp

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Prior research suggests that nonprofits are flexible and possess multiple identities, although we know less about how transformative changes, such as mergers, shape nonprofit identity. This qualitative study draws upon in‐depth interviews from 13 nonprofit merger cases to explore factors that influence postmerger identity and integration. In particular, we focus on the roles of organizational similarity and relationships, program and personnel retention, and rebranding. Ultimately, we derive a typology of postmerger integration in nonprofits and suggest that postmerger identity may be classified in terms of absorption, preservation, or creation. Implications for nonprofit leaders are discussed.

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Section: Discussionmentioning

confidence: 99%

Identity and integration: The roles of relationship and retention in nonprofit mergers

Cooper

Maktoufi

2019

Nonprofit Mgmnt & Ldrshp

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“…An issue most nonprofits face with organizational‐level secondary trauma initiatives is their financial cost. A scarcity of financial resources is a constant feature of many nonprofit organizations (Brimhall, ; LeRoux & Feeney, ) and can limit their capacity for independent action (Li, ), including the development of organizational secondary trauma interventions. A recent study, for instance, found that 46% of nonprofit Executive Directors have operating reserves of less than 3 months, and 32% possess less than 1 month of cash reserves during their first year in their role (Cornelius, Moyers, & Bell, ).…”

Section: Responding To Secondary Trauma In Nonprofit Human Service Ormentioning

confidence: 99%

Interpersonal leader responses to secondary trauma in nonprofit human service organizations

Silard

2020

Nonprofit Mgmnt & Ldrshp

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Secondary trauma is concerned with the intrapersonal affective responses an individual can experience during or subsequent to an interaction(s) with another person who recounts his or her personal stories of abuse, trauma, or disempowerment. Secondary trauma can engender a host of detrimental intrapersonal effects on nonprofit staff who express empathy toward clients experiencing primary trauma. I explore the interpersonallevel responses to secondary trauma-affected staff available to the leaders of nonprofit human service organizations. These secondary trauma-sensitive leader behaviors, I theorize, will reduce the prevalence of secondary trauma in nonprofit organizations and generate follower engagement.

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“…Regarding the Brazilian trade union context, the leader who operates in this segment needs to be flexible, according to a union is a representative institution, which becomes different than a traditional organization. The way decisions are made, the exchange of knowledge, information and opinions with peers have less rigid characteristics than in traditional organizations (CAIRNS et al, 1998;GRAEFF, 1997;LI, 2019;MANZARDO et al, 2018;OSBURNE, 1990;SMITH, 1991).…”

Section: Situational Leadership Organizations Of Life Cycle and The mentioning

confidence: 99%

“…In turn, Adizes (1990) addresses the role of people in development organizations, from the stages of growth and even aging, which calls the theory of organizational life cycle. Leaders have a fundamental role in the development of these phases, due to its distinct features (ADIZES, 1990;Li, 2019;EMMENDOERFER, 2013).…”

Section: Introductionmentioning

confidence: 99%

Situational Leadership and the Organizational Life Cycle: Case Study in a Patronal Union

Trevisol

Bencke

Padilha

et al. 2019

RGO

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Studies involving the topics of organizational life cycle and situational leadership institutions in the third sector, as a union, was little explored in the literature. Moreover, recent changes in the Brazilian legislation brought new challenges to these organizations. This study seeks to fill these gaps, to analyze the role of leadership and organizational life cycle in a company union, linking theories against the employers' association. The metaphor of the organizations life cycle allows the analysis of organizations at different stages and, consequently, the role of leadership in the development of courses. The research was qualitative, used methods of case study and oral history, and descriptive and exploratory. Data collection used documental analysis, non-participant observation and in-depth interviews with seven leaders who experienced the historical trajectory of the institution. Among the main contributions of this study, it stands out as a theoretical contribution, the association of situational leadership theories and the organizational life cycle in a union representation institution, still little explored in the literature. Among the practical contributions highlight the situational leadership as alternative for sustainability for organizational cyclic life of a union, which now depend on its resources and internal management capabilities for their survival.

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Leadership succession and the performance of nonprofit organizations: A fuzzy‐set qualitative comparative analysis

Abstract: FIGURE 1 A preliminary framework linking succession to performance 344LI

Cited by 38 publications

References 54 publications

Identity and integration: The roles of relationship and retention in nonprofit mergers

Identity and integration: The roles of relationship and retention in nonprofit mergers

Interpersonal leader responses to secondary trauma in nonprofit human service organizations

Situational Leadership and the Organizational Life Cycle: Case Study in a Patronal Union

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