Exploring the Dimensions of the Nonprofit Leader

Abstract

Summary

Despite increasing strategic crossover between the for-profit and nonprofit sectors, public sector nonprofit governance requires a unique approach. This article delves into the factors that distinguish an effective nonprofit leader, drawing on literature about entrepreneurship and emotional intelligence to uncover both the personal, internal composition of a strong nonprofit leader and the public sector’s inherent challenges and opportunities. Interviews with four nonprofit executives in Philadelphia reveal a “common language” when they discuss specific elements of their work, including management standards and staff development, models of partnership and engagement with peer organizations, and environmental challenges. The three primary themes that emerged — accountability, resilience and optimism — are presented here within the context of interdisciplinary research in the areas of business and psychology. The significance of these conclusions is portrayed in the successes of the executives featured, who have brought sustainability to their organizations through a capacity to embody the practice methods and standards identified.