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This article examines the extent to which current leaders from each of the three sectors (public, private, and nonprofit) have had meaningful cross-sector experience either through full-time employment or through service on boards/commissions or other forms of affiliation. Almost half of all leaders profiled had at least one multisector affiliation and about 15% had four or more. It also explores the costs and benefits of such experiences to them and their organization. Almost every leader interviewed described a logical, but serendipitous path that created a unique, unforeseeable, and often very rewarding set of opportunities and experiences. Their profiles also suggest the emergence of a new career path in which leaders garner developmentally rich, career-accelerating experiences, often in parallel, by virtue of part-time cross-sector affiliations in addition to traditional employment. [ABSTRACT FROM AUTHOR]

The article presents the findings from interviews with local chapter presidents in New Mexico of the nonprofit Delta Kappa Gamma society which were conducted between September 10, 2018 to October 20, 2018, The summary of the findings are as follows, efforts of members to help local teachers, administrators and retirees, need for more programming ideas, and need for more recognition of local chapter presidents. It also presents the list of interview questions.

By expanding understanding of individuals' reasons to serve on nonprofit boards, practitioners will be able to improve recruitment and retention of quality board members. This study explores board members' reasons for joining and continuing to serve on a volunteer nonprofit board of directors. A survey of nonprofit board members shows similarities in reasons for initially serving and continuing to serve on a board, but analysis of group means reveals significant differences on 20 of 27 dimensions examined. Organizational-level reasons are reported as more important as a result of board service, whereas individual- and community-level items decline in importance after board service. Latent factors that appear to be important for both joining and continuing to serve on a nonprofit board include organizational commitment, personal growth, recognition, and socialness. [ABSTRACT FROM AUTHOR]

We examine the relative efficacy of two theoretically distinct variables for predicting job satisfaction and turnover intentions for workers in nonprofit organizations. The first, perceived job characteristics, reflects the structure of jobs in terms of autonomy, skill variety, task identity, task significance, and feedback. The second, perceived organizational support, reflects the quality of the employee–organization relationship. We collected data from 196 full-time, nonprofit employees across two time periods, and we tested hypotheses using hierarchical regression and relative importance analysis. Results emphasize the significance of managing employees in a supportive manner and structuring jobs so that employees can work autonomously. [ABSTRACT FROM AUTHOR]

Even in double-bottom-line-microfinance institutions, loan officers are not all prosocially motivated but rather are motivated by working conditions and promotions, highlighting the complexity of human resource management in hybrid organizations. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this paper is to better understand the conditions associated with serving on boards by investigating the factors that distinguish older volunteers who serve on nonprofit boards from those who only volunteer programmatically.Design/methodology/approach Surveys of 354 residents of Southeastern North Carolina over age 50. Measures include education, wealth, retirement status, public service motivation (PSM), patterns of residential mobility, secular and religious organization meeting attendance, and volunteer activity in the past year. Data were analyzed using a Heckman probit selection model.Findings Respondents who have higher levels of education, are retired, or have lived in the community for longer periods are more likely to report board volunteering, but are not any more likely to volunteer programmatically. Those with higher levels of PSM are more likely to report general volunteering, but are not any more likely to volunteer on boards. Two measures reveal divergent findings based on type of volunteering: moving frequently in one’s lifetime and attending weekly religious services are associated with a greater likelihood of programmatic volunteering but a reduced likelihood of serving as a board member.Research limitations/implications Limitations include self-reported, cross-sectional data, and a geographically restricted American sample that is older, more educated, and more likely to own a second home than average.Practical implications In order to better address board member recruitment, nonprofits should consider extending opportunities through strategies targeting retired community newcomers.Originality/value This study contributes an analysis of PSM among nonprofit board members, and identifies factors that distinguish programmatic and board volunteers, in order to better understand the conditions associated with board service. [ABSTRACT FROM AUTHOR]

ABSTRACT Predicted shortages of chief executives combined with growing economic and social significance of the nonprofit sector in an increasingly complex operating environment highlight the need for executive succession planning. Accordingly, our research explores factors that may influence executive succession planning in nonprofit and cooperative forms of organizations. Survey data (N = 242) were analyzed using multiple regression analysis. Results suggest both barriers to and substitutes for executive succession planning that help explain the apparent dearth of succession planning efforts in these organizations. A penchant for continuity was found to be a barrier to such planning, while elements of governance quality and internal development were found to substitute for executive succession planning. [ABSTRACT FROM AUTHOR]

Quasi-Governmental Organizations (QGOs) are organizations that have both public and private characteristics, not fitting neatly into either category. One type of QGO is an organization incorporated as a private, nonprofit organization, but run by a board of directors that is composed of government officials or directors appointed by a unit of traditional government. These QGOs pose distinct conceptual and policy challenges that differ from those of traditional government entities or purely private nonprofits. Drawing on a convenience sample of five such QGOs incorporated in one metropolitan region (Greater Cleveland, Ohio), this piece explores potential reasons for, and possible pitfalls of, mixing private organizational legal status with public-affiliated leaders by developing a framework and proposing a research agenda for future study. [ABSTRACT FROM AUTHOR]

There remains a critical gap in understanding challenges faced by humanitarian workers who may be key in providing assistance during complex emergencies. This study examines self-reported views by humanitarian workers working in Palestine concerning three concepts: resilience, generalized self-efficacy, and importance of workplace empowerment. Aid workers in Palestine face unique obstacles placed on economic, social, and political autonomy imposed by Israeli policy. Data obtained from 46 humanitarian workers recruited using snowball sampling methodology hint at a complex relationship between the three concepts. Firstly, a hypothesized positive relationship between resiliency and generalized self-efficacy was supported. Secondly, an unexpected negative relationship was found between resiliency and workplace empowerment. Finally, counter to our hypothesis, no significant relationship was found between self-efficacy and workplace empowerment. Gender differences also highlight disparities between the experience of women and men in the non-profit workplace in Palestine. This study adds to our knowledge regarding unique stresses on humanitarian workers and enhances a growing base of literature focused on national staff and volunteers. [ABSTRACT FROM AUTHOR]

This study sought to validate the Intrinsic Work Rewards Scale (IWRS) using a transnational sample. Respondents were 486 non-profit employees from Australia, South Africa and the United States of America (females = 72.0%; managerial/ supervisory job level employees = 57.4%). Data analysis included reliability testing, exploratory and confirmatory factor analysis, and concurrent validity testing with established measures to which the IWRS is theoretically linked. The scores from the IWRS obtained an overall acceptable reliability coefficient of 0.86. Factor analysis confirmed its five factor structure, and correlations indicated that intrinsic rewards are positively related to work engagement, and negatively related to intention to quit. The IWRS appears to yield reliable scores for human resource managers advising in the non-profit employment sector. [ABSTRACT FROM AUTHOR]

Using principal-agent theories, this study examined differences in the perceptions of nonprofit chief executive officers ( CEOs) and board chairs on key governance aspects, including board performance, leadership, satisfaction with diversity, and board meetings. Using data from the CEOs and board chairs of 474 nonprofit organizations, we found statistically significant differences in the governance perceptions of these leaders of nonprofit organizations. The findings provide support for an agency theory explanation about the differing interests of principals (board chairs) and agents ( CEOs). The findings suggest that these two sets of nonprofit actors frequently operate from different perspectives, potentially affecting the governance of their organizations. [ABSTRACT FROM AUTHOR]

This exploratory study has three objectives: (1) to understand the various ways academics, consultants, and practitioners conceptualize operating reserves; (2) to explore differences among academic findings, consultant recommendations, and nonprofit leader perceptions of operating reserves; and (3) to identify how practitioners operationalize operating reserves within their organizations. Using intensive interviews with nonprofit executives, we find that the operating reserve ratio (ORR) commonly used in the nonprofit literature does not accurately indicate whether an organization holds an operating reserve according to nonprofit leaders. In addition, results indicate that experienced nonprofit leaders perceive a variety of other fund types including endowment and investment savings as well as ability to borrow, other assets, sister foundations, and donor networks as legitimate substitutes for a reserve. [ABSTRACT FROM AUTHOR]

The dissimilarities in governance, clientele, and organizational imperatives between the nonprofit and public sectors suggest that understanding employee job satisfaction requires distinction between the two. This study examines similarities and differences in what affects managers’ job satisfaction in nonprofit and public organizations, focusing on managers’ perception of their organization, job, and top management. While the results suggest that pride in the organization is a determining factor of managers’ job satisfaction in both sectors, they also reveal that certain attributes of job satisfaction influence managers’ job satisfaction differently between the two sectors. In particular, the findings suggest that nonprofit organizations should establish clear definitions of employees’ tasks and roles and allow employees more autonomy to increase their job satisfaction. [ABSTRACT FROM AUTHOR]

This study presents a five-factor, 21-item measure of cultural intelligence (CQ), at the organizational level of analysis. This instrument builds on the conceptual model espoused by Ang and Inkpen (2008). The scale included items elicited through a literature review, the use of the Delphi technique with a panel of experts, and tested on 234 full-time employees of 10 North American nonprofit organizations. The five factors are: (a) leadership behavior, (b) adaptability, (c) training and development, (d) organizational intentionality, and (e) organizational inclusion. The findings of this study contribute to a small, but growing body of literature on organizational CQ not based on aggregate individual-level data or referent-shift data. The findings provide insights for both researchers and practitioners, and they have implications for leadership appointments and leadership development in organizations seeking to develop organizational CQ. [ABSTRACT FROM AUTHOR]

The article presents the author's insights on his election as president of the non-profit International Technology and Engineering Educators Association (ITEEA). Topics discussed include the innovation and invigoration of the educational programs, the transformation of the classroom, and the engagement with decision makers.

Although they have increased exponentially since the 1960s, social scientists know little about ethnic advocacy organizations. These nonprofits are important bridges between underresourced communities and mainstream funding organizations and their directors are established ethnic leaders. Sociologists study interlocking directorates-or shared board membership-to understand how organizations fit together within broader social networks. Network concepts, particularly the theory of institutional isomorphism, suggest that organizations are likely to be similar to the extent they are connected and operate within a common organizational field. We apply this logic to Latino advocacy organizations to examine the underlying source of cohesion across this ethnic field. We ask whether the organizations are tied by interlocking directorates of ethnic elites who sit on their boards of directors or if board members' common affiliation with other elite institutions creates the structural conditions that facilitate potential ideological or behavioral similarity. A social network analysis of five prominent Latino advocacy organizations reveals support for both hypotheses: Latino board members are both embedded in ethnic-based networks and entrenched within elite organizational webs. This suggests that ethnic elites who sit on the boards of Latino advocacy organizations are also corporate elites, selected for the social capital they bring to these nonprofits. [ABSTRACT FROM AUTHOR]

An interview with Marvina Newton, founder of the Leeds, England-based nonprofit organization Angel of Youths, is presented. The topics of the interview include intersectionality, feminism, the regulation of black women's appearances through their skin, bodies and hair, and the meaning of natural knowledge.

An interview with Darla Spence Coffey, President and Chief Executive Officer of the nonprofit organization Council on Social Work Education (CSWE), is presented. Topics include her views on the connection of social work education and field education, her implications on the data from field survey conducted by CSWE, and her perspectives on the complications of the proposed learning models.

An obituary for George Wagner, city attorney in California and former executive director of the nonprofit organization Los Angeles Jung Institute, is presented.

Participatory processes - defined as formal efforts to involve constituents in government decision-making - are an increasingly common tool adopted by public agencies and other elite decision making bodies in many developed nations. Unfortunately, although conceptualized as a way to incorporate lay citizens as stakeholders, participation in such processes takes time and expertise that many citizens do not have. As a result, nonprofit leaders are often invited to participate as a logistical shortcut for citizen involvement. This representation, albeit nonelected and unaccountable, is an increasingly important way vulnerable groups are represented and a key aspect of many nonprofit organizations' advocacy involvement. It is important to ask, then, how well nonprofits do when attempting to represent specific claimed constituents. It is likely their success varies greatly. While many organizations work to engage constituents in democratic ways - including ongoing outreach and communication strategies, establishing participatory mechanisms within their own organizations, and soliciting resident feedback - other nonprofits do not. Based on the authors' collaborative research, his brief identifies four specific policy proposals that may help facilitate the inclusionary goals of participatory processes, promote democratic accountability among nonprofit representatives, and make sure the needs of vulnerable citizens are met. [ABSTRACT FROM AUTHOR]

A BLS study reveals that, in the aggregate, workers at nonprofit businesses earn a pay premium compared with their for-profit counterparts. Detailed analyses, however, show a more nuanced picture: using wages as the pay measure indicates a slight wage disadvantage for management, professional, and related workers, and a wage advantage for service workers, at nonprofits and wage parity between nonprofit and for-profit sales and office workers; using total compensation as the pay measure indicates compensation parity between nonprofit and for-profit businesses for management, professional, and related workers and for sales and office workers and a compensation premium for nonprofit service workers. [ABSTRACT FROM AUTHOR]

The influence of nonprofit leaders in organizational advocacy strategies and outcomes has not been fully explored in the literature, despite the recognition that political or policy entrepreneurs are crucial to the American policy process. These leaders are placed squarely in the political arena with other political elites, including elected officials, and this study uses a common agency framework to describe the ways in which leaders should be expected to leverage their own personal preferences in guiding their organization's behavior. Using data from a unique survey of nonprofit leaders in California, I measure the ways that a leader's personal values and characteristics - specifically their political ideology on a left-right spectrum - have an effect on the organization's advocacy efforts. Results indicate that political ideology is related to whether or not a leader identifies their group as one that engages in political or policy issues, and what types of tactics they use. [ABSTRACT FROM AUTHOR]

Nonprofit employees can make ideal volunteers for other organizations in the sector, and understanding their participation in volunteering is a timely task. Based on 'spillover theory,' this study tests how nonprofit employees' experience on the job may carry over into the nonwork arena. The study focuses on how nonprofit employees' satisfaction with the job and perception of the organization's mission achievement relate to their volunteering, controlling for the generally higher levels of prosocial motivation found in the sector. The findings suggest that the consequences of job satisfaction for this group extend beyond the workplace, contributing to societal benefits. [ABSTRACT FROM AUTHOR]

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 non-profit outfits striving to survive in turbulent economic situations. The General Decision-Making Style Scale instrument and the Leader Behavior Description Questionnaire were the instruments used for this study, and 109 out 500 randomly selected executives and leaders responded to the surveys. Data analyses used for this study were the Pearson correlation coefficient and the two-way analysis of variance. Findings showed that there was a significant positive correlation between initiating structure leadership style and rational decision-making and between initiating structure leadership style and dependent decision. Other findings also show a significant relationship between leadership style and the rational decision-making model, gender and leadership styles and the intuitive decision-making model among others. Findings may be useful in further understanding the placement of individuals with particular leadership styles in identified decision-making roles. For instance, multiple comparisons results show that no matter what the demographic variables were, gender and age, corporate leaders who used the participating leadership style tend to use the dependent decision-making model. Copyright © 2014 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Information on a meeting convened by the nonprofit Middle East Policy Council at the Rayburn House Office Building in Washington, D.C. on January 20, 2015 on war management and prevention is presented. The participants of the meeting include retired U.S. Air Force General Michael Hayden and Dafna H. Rand, deputy director of studies at the nonprofit Center for a New American Security. Omar Kader, chairman of the council's board, served as the moderator of the meeting.

Copyright of Annals of Public & Cooperative Economics is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The Russian payments industry is facing some challenges, as some legislation was passed in 2014 that required Russian payment transactions to be processed on Russian soil. In this interview Maria Mikhaylova, Executive Director of the Russian National Payment Council Association (representing about 95 per cent of the players in the Russian payments industry) talks about the payments market in Russia as well as the latest legislation. Last November, the National Payment Council Association organised the National Payments Forum of Russia, where these topics were also high on the agenda. In this interview, Maria shares some of the key takeaways from this Forum with us. [ABSTRACT FROM AUTHOR]

This field note is based upon a case study of US expatriates working for a multinational nonprofit organization in North and Central Africa. The purpose of this study was to examine expatriate culture adjustment from two vantage points. First, the study tested the impact of three organizational conditions on expatriate culture adjustment. Second, the study examined the relationship between an expatriate's culture adjustment and (1) their intention to prematurely leave the international assignment and (2) their effectiveness in host country relationships. In the first phase of analysis, the study found that the expatriate's alignment with organizational mission and values, level of team esprit-de-corps, and job satisfaction were significant predictors of national cultural adjustment. In the second phase, the study found that higher levels of expatriate cultural adjustment (1) yielded lower levels of employees' premature turnover intention and (2) enhanced the expatriate's ability to work with host country nationals and their organizations. The validated survey instrument in this study provides managers with a tool to measure the organizational conditions, expatriate's level of cultural adjustment, turnover intention, and relationships with host -country nationals. Implications for research and practice are discussed. [ABSTRACT FROM AUTHOR]

The article presents a speech by J. Lawrence Marsh, president of the nonprofit American Orthopaedic Association (AOA), delivered at the combined meeting of the AOA and the nonprofit Canadian Orthopaedic Association (COA) held in Montreal, Quebec on June 20, 2014. The speech focused on the importance of surgical graduate medical education (GME) and surgical skills training for orthopaedic surgeons.

Managers' pay, and the way it is determined, can have an important impact on the success of firms, and even of whole economies. While there is a rich literature exploring these issues in the for-profit sector, managerial pay at nonprofit firms has received little attention. Yet nonprofit organizations suffer from agency problems that are similar to, or perhaps even more severe than, those observed at for-profit companies. Accordingly, this Article explores the implications for nonprofit governance of a world in which "managerial power" can affect nonprofit pay setting. This Article develops the theory and provides support in the form of original empirical evidence based on data from a large panel of colleges and universities collected across a ten-year period. Our findings support the hypothesis that donors with less leverage suffer from significant agency costs in setting president pay. For example, we find for the first time evidence of an otherwise counterintuitive negative association between the fraction of university revenue provided by current donations and president compensation, which we suggest shows that schools that are less dependent on donors are freer to set high pay. We discuss the implications of these findings for the regulation of nonprofits and for a broader understanding of the pay-setting process at for-profit as well as nonprofit organizations. [ABSTRACT FROM AUTHOR]

The article profiles Mark Riccobono, president of the nonprofit National Federation of the Blind (NFB). It cites the educational background of Riccobono, the middle school challenges that he faced and the impact of glaucoma surgery on his education. It notes the career development of Riccobono including his selection as executive director of the research institute Jernigan Institute and his initiatives as president of NFB such as the development of a national mentoring program for the blind.