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Leadership in Social Service Non-Profit Organizations : = An Interpretive Phenomenological Analysis of Executive Leadership High Attrition Levels and Proposals for Change.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Leadership in Social Service Non-Profit Organizations :/
Reminder of title:	An Interpretive Phenomenological Analysis of Executive Leadership High Attrition Levels and Proposals for Change.
Author:	Wanza, Stephanie Fredericka.
Description:	1 online resource (261 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 85-09, Section: A.
Contained By:	Dissertations Abstracts International85-09A.
Subject:	Educational psychology. -
Online resource:	click for full text (PQDT)
ISBN:	9798381854503

Leadership in Social Service Non-Profit Organizations : = An Interpretive Phenomenological Analysis of Executive Leadership High Attrition Levels and Proposals for Change.
Wanza, Stephanie Fredericka.

Leadership in Social Service Non-Profit Organizations :An Interpretive Phenomenological Analysis of Executive Leadership High Attrition Levels and Proposals for Change. - 1 online resource (261 pages)

Source: Dissertations Abstracts International, Volume: 85-09, Section: A.

Thesis (Ph.D.)--Pepperdine University, 2024.

Includes bibliographical references

The purpose of this study is to address how leaders who are employed at non-profit organizations can utilize change management frameworks, leadership style, strategic planning and organizational best practices to reduce attrition levels at their organizations. The focus of this study is three-fold: a) to understand why high attrition takes place at non-profits; identify what change model/s, types of leadership styles and best practices can be effective in reducing leader attrition, b) explore the development of a leadership framework by understanding how to manage change at nonprofits through the Carnall (1986), Shields (1999) and Cummings and Worley (2009) change management models which focus on how management transition, sharpening management skills and successfully managing organizational culture and politics can assist nonprofit leaders and boards to implement change required to select and retain leaders, and 3) identify frameworks and policy and organizational culture adjustments and changes nonprofit leaders can utilize to create an environment in which leaders can be successful and be encouraged to remain at the organization. The study results will reveal how servant leadership and strategic leadership is relevant or beneficial as a leadership style, the role moral motivation plays with guiding nonprofit leader's decisions and leader traits most relevant useful for leaders with longevity at social services nonprofits which lead to organizational and non-profit board best practices.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9798381854503Subjects--Topical Terms:

555103
Educational psychology.
Subjects--Index Terms:

Management frameworksIndex Terms--Genre/Form:

554714
Electronic books.

Leadership in Social Service Non-Profit Organizations : = An Interpretive Phenomenological Analysis of Executive Leadership High Attrition Levels and Proposals for Change.
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520 $a The purpose of this study is to address how leaders who are employed at non-profit organizations can utilize change management frameworks, leadership style, strategic planning and organizational best practices to reduce attrition levels at their organizations. The focus of this study is three-fold: a) to understand why high attrition takes place at non-profits; identify what change model/s, types of leadership styles and best practices can be effective in reducing leader attrition, b) explore the development of a leadership framework by understanding how to manage change at nonprofits through the Carnall (1986), Shields (1999) and Cummings and Worley (2009) change management models which focus on how management transition, sharpening management skills and successfully managing organizational culture and politics can assist nonprofit leaders and boards to implement change required to select and retain leaders, and 3) identify frameworks and policy and organizational culture adjustments and changes nonprofit leaders can utilize to create an environment in which leaders can be successful and be encouraged to remain at the organization. The study results will reveal how servant leadership and strategic leadership is relevant or beneficial as a leadership style, the role moral motivation plays with guiding nonprofit leader's decisions and leader traits most relevant useful for leaders with longevity at social services nonprofits which lead to organizational and non-profit board best practices.
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