Passion, Purpose and Professionalism
New Horizons in Management series
Edited by Ronald J. Burke and Cary L. Cooper
Chapter 5: Nine empirical guidelines for top leadership teams in nonprofit organizations
Organizations, nonprofit and for-profit alike, are increasingly relying on teams to achieve their various goals (Salas, Stagl & Burke, 2004). An increasing reliance on leadership teams is similarly evident in research and practice (Hambrick, 2007; Morgeson, DeRue & Karam, 2010). And while team and top management team (TMT) research has blossomed in the past 30 years (Carpenter, Geletkanycz & Sanders, 2004; Hambrick, 2007), research on leadership teams in nonprofit organizations (NPOs) is sorely needed (Courtney, Marnoch & Williamson, 2006). It has been argued that the complexity of NPOs in comparison to for-profits (a function of the existence of multiple stakeholders, missions, donors, classes of workers and the saliency of the dual governance system) necessitates even more effective approaches to leadership (Anheier, 2005; Finkelstein, 1992; Jager & Beyes, 2010), and by extension, a more nuanced understanding of the construction and functioning of top leadership teams. NPOs are an increasingly important part of modern society (Anheier, 2005; Ferris, 1998), yet the majority of research focus is placed on for-profit organizations. Concepts and theories from the for-profit world are applicable to NPOs to a certain extent, though research tends to overlook the complexities of the nonprofit world when applying these constructs (Jager & Beyes, 2010). TMTs and corporate boards represent the core leadership teams in NPOs; to understand and facilitate effective leadership in NPOs, it is imperative that we understand the conditions, characteristics and processes that contribute to leadership effectiveness in these teams
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