Handbook of Research on Crisis Leadership in Organizations
Show Less

Handbook of Research on Crisis Leadership in Organizations

Edited by Andrew J. DuBrin

With contributions from many of the leading researchers in the field, the Handbook of Research on Crisis Leadership in Organizations summarizes much of the theory, research, and opinion about various facets of crisis leadership in order to advance this emerging field. It recognizes that crises have become an almost inevitable part of organizational life, and describes how leaders can facilitate people getting through the crisis.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 16: Preventing and managing leadership crises in nonprofit organizations

Eugene H. Fram


When major crises occur in nonprofit organizations, the board of directors often has to assume an enlarged leadership position to move the organization out of the crisis. But the varied composition of nonprofit directors’ backgrounds, the different types of nonprofit boards (e.g. hospital vs. trade associations) and the range of capabilities of the directors to resolve crises can vary greatly. Board compositions vary because nonprofit board members frequently come from quite different professional, ethnic and political backgrounds. Nearly all are uncompensated volunteers whose primary interests are in their full-time occupations. Many look at their board service as an avocation, which also benefits the nation, community or industry. This diversity can hinder decision-making when the group faces a sudden or evolving leadership crisis. From a staff relationship perspective, the majority of board members serves for time-limited periods (usually two three year terms) and can be viewed by management and staff as being “temporary leaders,” who often may have little practical experience with the direct services offered by the organization. For example, an accountant can serve on the board of a health agency, with little knowledge of the internal challenges of the agency.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.