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The political dimension of effective nonprofit executive leadership
Author(s) -
Heimovics Richard D.,
Herman Robert D.,
Jurkiewicz Carole L.
Publication year - 1995
Publication title -
nonprofit management and leadership
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.844
H-Index - 54
eISSN - 1542-7854
pISSN - 1048-6682
DOI - 10.1002/nml.4130050303
Subject(s) - dimension (graph theory) , politics , centrality , action (physics) , public relations , political science , management , political action , business , economics , law , combinatorics , pure mathematics , physics , mathematics , quantum mechanics
Recent research by the authors adds to their evolving model of the leadership provided by effective chief executive officers of nonprofit organizations. Effective chief executives understand the centrality of their leadership role and accept responsibility as initiators of action—with their boards—to find resources and revitalize the missions of their organizations. These actions are carried out as part of the political dimension of effective executives. The importance of this criterion of leadership practice is examined in light of the hesitance of chief executives to espouse or advocate political action. Implications for chief executive training and development are discussed.