Log in
Building the Knowledge Base of Nonprofit Management:
A Searchable Database
Executive leadership and resource dependence in nonprofit organizations: A frame analysis.
Abstract
Using resource dependence theory, the ways that effective executives work 'entrepreneurially' to find resources and revitalize missions for their nonprofit organizations are discussed. The partnership between nonprofit organizations and government has grown in complexity and interdependence. The actions of chief executive officers of nonprofit organizations are examined in their leadership role as they respond to the changes and stresses in this partnership. Using resource dependence theory, and testing hypotheses with a frame-analysis technique developed by Bolman and Deal (1991), it is found that effective executives are more likely to employ a political frame as part of a more complex multiple-frame perspective than a group of executives not deemed especially effective. Such findings explain how effective executives work entrepreneurially to find resources and revitalize missions for their organizations. Effective nonprofit chief executives recognize that their organizations are, in part, interdependent actors in policy and political processes and behave accordingly.
Journal
(1993)
vol53
no5
pages419
Categories
-
Leading and Managing Nonprofits
