Leadership style and decision-making models among corporate leaders in non-profit organizations

by Uzonwanne, Francis C., Ph.D., CAPELLA UNIVERSITY, 2007, 125 pages; 3278086

Abstract:

The corporate and business environment is experiencing an increase in the roles and existence of non-profit organizations, for instance, by 1998 there were 1.6 million non-profit, tax exempt organizations operating in the United States (Independent Sector, 2000). Recent occurrences in the nation and in the world in general have resulted in enhanced humanitarian needs. Due to the fact that government services available to provide humanitarian services are limited, more and more non-profit organizations are opening for related services (Bryce, 1992). In turn these non-profit organizations exist in an increasingly economic turbulent situation (Bryce, 1992). Leadership has been identified as one of the ways that managers and leaders effectively manage change in a business environment (Erven, 2001). The job of a manager is, above all to make decisions (Brousseau, Driver, Hourihan, & Larsson, 2006); this research seeks to study the relationship between leadership styles (selling, telling, delegating, and participating) of non-profit executives, and their preferred decision-making models (rational, intuitive, dependent, spontaneous, and avoidant) used operationally in managing these outfits.

AdviserAntonio Santonastasi
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsManagement; Occupational psychology
Publication Number3278086

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