Understanding adaptive leadership of nonprofit executives and effects on organizational adaptive capacity: A qualitative study of nonprofit leaders in the Pacific Northwest

by Crowley, Quindola M., D.P.A., CAPELLA UNIVERSITY, 2011, 112 pages; 3444891

Abstract:

The economic crisis in the United States has severely affected the ability of nonprofit leaders to serve constituents. Like other business managers, nonprofit leaders have closed the door on services that provide basic infrastructure for community members. Administrators of these vital human service resources have found it increasingly difficult to thrive in today's economy. In the phenomenological study, the perceptions of seven nonprofit chief executive officers (CEOs) were examined regarding adaptive management capacity. The extent to which CEOs' leadership characteristics and style lend themselves to a more adaptive organization was also examined. The qualitative research design included data collection via open-ended, in-depth interviews utilizing semi-structured questions. CEOs, similar to the study participants, guide their organizations toward strategic objectives, and their leadership attributes are strong indicators of their ability to succeed.

AdviserYvonne J. Kochanowski
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsManagement
Publication Number3444891

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