Human Resource Management in the Nonprofit Sector
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Human Resource Management in the Nonprofit Sector

Passion, Purpose and Professionalism

Edited by Ronald J. Burke and Cary L. Cooper

This impressive book assembles the latest research findings and thinking on the management of voluntary/nonprofit sector organizations and the effective utilization of both paid staff and volunteers. The authors expertly look into the challenges faced by this sector and the growing role that it plays in society. They review HRM in the voluntary sector and discuss the challenges of bringing about best practices, as well as suggesting how to improve leadership of voluntary/nonprofit organizations.
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Chapter 5: Nine empirical guidelines for top leadership teams in nonprofit organizations

Chris W. Coultas, Breanne Kindel, Stephanie Zajac and Eduardo Salas


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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