Leadership in a Community
CHAPTER I
Introduction
This assumption of a simple transference of effective organizational activities from one nonprofit organization to another organization too often breeds frustration and organizational failure on the part of nonprofit organization leadership. There are simply too many interrelated variables to make such a simplistic assumption. The extant literature is too scant and too weak to provide the needed support for the nonprofit leader. This dissertation, therefore, is an investigation, a case study, of a nationally recognized successful, community action agency.
The intent of this investigation is to understand the role of a leader in the nonprofit organizational setting, and the dynamic interrelationship of leader's influence upon the elements of organizational leadership, culture and socialization. The primary incentive is to add to the knowledge of how an effective nonprofit community action agency functions. The study is grounded in extant research in the fields of nonprofit organization leadership which is not specific to community action agencies; yet, is the only literature available for this study, organizational culture and socialization.
Another pertinent interest is whether or how leadership may influence a synergy which affects the organizational culture and socialization when initiated, maintained, and continually renewed within the organizational context. Statement of the Problem The Nonprofit Assumption
Is it real or only myth that a nonprofit sector organization is substantially different from private and public sectors? This question, and others similar in character, have plagued the research annals of nonprofit organizations from their inception. All three primary sectors face the question of what level of credibility can one accept of the research performed on another sector. Is a transfer of definition and understanding appropriate among the three sectors?
It seems appropriate that one could make such a value
Introduction
This assumption of a simple transference of effective organizational activities from one nonprofit organization to another organization too often breeds frustration and organizational failure on the part of nonprofit organization leadership. There are simply too many interrelated variables to make such a simplistic assumption. The extant literature is too scant and too weak to provide the needed support for the nonprofit leader. This dissertation, therefore, is an investigation, a case study, of a nationally recognized successful, community action agency.
The intent of this investigation is to understand the role of a leader in the nonprofit organizational setting, and the dynamic interrelationship of leader's influence upon the elements of organizational leadership, culture and socialization. The primary incentive is to add to the knowledge of how an effective nonprofit community action agency functions. The study is grounded in extant research in the fields of nonprofit organization leadership which is not specific to community action agencies; yet, is the only literature available for this study, organizational culture and socialization.
Another pertinent interest is whether or how leadership may influence a synergy which affects the organizational culture and socialization when initiated, maintained, and continually renewed within the organizational context. Statement of the Problem The Nonprofit Assumption
Is it real or only myth that a nonprofit sector organization is substantially different from private and public sectors? This question, and others similar in character, have plagued the research annals of nonprofit organizations from their inception. All three primary sectors face the question of what level of credibility can one accept of the research performed on another sector. Is a transfer of definition and understanding appropriate among the three sectors?
It seems appropriate that one could make such a value