An Investigation of Leadership Skill Differences in Chief Executives of Nonprofit Organizations

Abstract

The increasing recognition of the public nature of nonprofit organizations and the changing relationships between governments and nonprofit organizations provide the context for, and underline the importance of, understanding effective executive leadership in such organizations. A study of 50 nonprofit organization chief executives revealed that reputationally effective executives engaged in more reported leadership behaviors in relationship to their boards of directors than executives not so reputed. No difference was found in reported leadership behaviors directed at staff. The results suggest that “board-regarding behaviors” are an important and distinct cluster of skills for effective leadership by nonprofit chief executives. The results are consistent with a resource-dependence perspective, and the authors argue that effective executives work with and through their boards in order to affect the constraints and dependencies in the nonprofit organization's environment.