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Apathy or Self Interest? The Volunteer's Avoidance of Leadership Roles
Abstract
Leadership in voluntary organizations (VOs), particularly the
formation of oligarchy in both nominally democratic VOs & in
government & business bureaucracies, is examined. Data are from
interviews with leaders & observation of 7 all-volunteer & 7
all-employee organizations detailed in Jone L. Pearce's Something for
Nothing: An Empirical Examination of the Structures and Norms of
Volunteer Organizations (Unpublished PhD dissertation, Yale U). It is
concluded that there is no need to assume apathy in the inactive
majority of volunteer offices. Leadership roles in volunteer &
employee organizations differ greatly in rewards, with activity in the
former being very costly to volunteers. Theoretical & practical
implications for the function of VOs are noted. 2 Tables, 17
References. J. Cannon.
Journal
(1980)
vol9
no1-4
pages85-94
Categories
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Volunteers
