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Nonprofit Leaders' Perceptions of Leadership Development and Leadership Competences.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Nonprofit Leaders' Perceptions of Leadership Development and Leadership Competences./
Author:	Tyler, David Alan.
Description:	1 online resource (160 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 79-11(E), Section: A.
Contained By:	Dissertation Abstracts International79-11A(E).
Subject:	Management. -
Online resource:	click for full text (PQDT)
ISBN:	9780438133754

Nonprofit Leaders' Perceptions of Leadership Development and Leadership Competences.
Tyler, David Alan.

Nonprofit Leaders' Perceptions of Leadership Development and Leadership Competences. - 1 online resource (160 pages)

Source: Dissertation Abstracts International, Volume: 79-11(E), Section: A.

Thesis (Ph.D.)--Northcentral University, 2018.

Includes bibliographical references

The nonprofit sector is a very complex environment, requiring experienced leaders with a diverse skill set; however, the sector has a deficit of qualified executives and board members. A gap in research exists regarding nonprofit leaders needed competencies and training resulting in a lack of knowledge on nonprofit leadership practices and competences, which hinders how nonprofits, support organizations, and academia can best select and train qualified NPO leaders. The purpose of this qualitative phenomenological study is to increase the understanding of nonprofit leader practices and how nonprofit leaders develop the competences to effectively lead their organizations. The goal of this research was to explore the perceptions of current nonprofit leaders in what competences they require and their experiences in transferring training into practice. The theoretical framework for this study is based upon leader and learning theories. A sample of nine nonprofit leaders from the Maryland--Washington DC area were interviewed using open-ended questions to capture comprehensive descriptions of their lived experiences, reflection on training needs, and needed competences. Analysis was performed using Moustakas's phenomenological methodology. The study captured that nonprofit leaders used and focused on transformational leadership and that the nonprofit executive's key competences are: emotional quotient, communications skill, relationship building, financial, strategic planning, human resources, and fundraising. Nonprofit board members needed skills include: financial, mission understanding, fundraising, being ambassadors for the organization, and governance. Nonprofit executives most often changed transformational leadership traits as a result of training. Nonprofit leaders require multi-faceted skills, feel isolated, and network at training events. The research informed and added to the limited nonprofit leadership theory by providing important insights into the experiences of NPO leaders, their challenges, needed competences, and the influence of training. Study results also supported current literature findings that NPO leaders require an extensive, multi-faceted skill set to perform in the complex environment in which NPOs operate. Future research that increases the number of participants and nonprofit organization types is needed to expand and deepen results and understanding of the nonprofit leader phenomenon. In practice, the study results provided input to what training material should be included in nonprofit leaders' development programs.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780438133754Subjects--Topical Terms:

558618
Management.
Index Terms--Genre/Form:

554714
Electronic books.

Nonprofit Leaders' Perceptions of Leadership Development and Leadership Competences.
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504 $a Includes bibliographical references
520 $a The nonprofit sector is a very complex environment, requiring experienced leaders with a diverse skill set; however, the sector has a deficit of qualified executives and board members. A gap in research exists regarding nonprofit leaders needed competencies and training resulting in a lack of knowledge on nonprofit leadership practices and competences, which hinders how nonprofits, support organizations, and academia can best select and train qualified NPO leaders. The purpose of this qualitative phenomenological study is to increase the understanding of nonprofit leader practices and how nonprofit leaders develop the competences to effectively lead their organizations. The goal of this research was to explore the perceptions of current nonprofit leaders in what competences they require and their experiences in transferring training into practice. The theoretical framework for this study is based upon leader and learning theories. A sample of nine nonprofit leaders from the Maryland--Washington DC area were interviewed using open-ended questions to capture comprehensive descriptions of their lived experiences, reflection on training needs, and needed competences. Analysis was performed using Moustakas's phenomenological methodology. The study captured that nonprofit leaders used and focused on transformational leadership and that the nonprofit executive's key competences are: emotional quotient, communications skill, relationship building, financial, strategic planning, human resources, and fundraising. Nonprofit board members needed skills include: financial, mission understanding, fundraising, being ambassadors for the organization, and governance. Nonprofit executives most often changed transformational leadership traits as a result of training. Nonprofit leaders require multi-faceted skills, feel isolated, and network at training events. The research informed and added to the limited nonprofit leadership theory by providing important insights into the experiences of NPO leaders, their challenges, needed competences, and the influence of training. Study results also supported current literature findings that NPO leaders require an extensive, multi-faceted skill set to perform in the complex environment in which NPOs operate. Future research that increases the number of participants and nonprofit organization types is needed to expand and deepen results and understanding of the nonprofit leader phenomenon. In practice, the study results provided input to what training material should be included in nonprofit leaders' development programs.
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