Competency 1: Leadership & Management

The nonprofit sector is contingent on dynamic leaders who demonstrate awareness of all ecosystems that affect governance decision-making, empowers employees, is the voice for the organization and all its constituents, and can drive mission objectives. There is proliferate literature regarding which leadership qualities, traits, and competencies are highly effective in the nonprofit sector. Many of these elements are related to organizational vision, political knowledge, and influencing processes by communicating with a diverse range of individuals (Bryson, 2018; Worth, 2021; Hudson, 2005; Santora & Sarros, 1996). However, a critical underlying factor less emphasized is that effective leadership is also contingent on one’s level of empathy, and how well a leader strengthens the organization’s mission and vision by transforming others throughout each step of the strategic planning and cross-sector collaboration processes. Thus, effective leaders are individuals who not only embrace transformational leadership but also approach their role with a growth mindset.

Indeed, Worth (2021) argues that transformational leadership is effective for both visionary mapping and performance achievement, thus, enhancing an organization’s sustainability. Hudson (2005) adds to the argument stating effective leaders understand “…building organizational capacity is about systematically investing in developing an organization’s internal systems…and its external relationships…so that it can better realize its mission and achieve greater impact” (Hudson, 2005, p. 1). The strategic planning process and cross-sector collaborative endeavors both contribute invaluable resources, directions, and outcomes for building capacity within and without mission-driven organizations.

Additional literature points to several leadership roles that are essential for both processes. Such roles include process sponsors, champions and facilitators and filled with both internal senior managers and external key stakeholders (Bryson, 2018). However, most scholars agree that the Chief Executive Officer is perhaps the most essential position for a nonprofit organization. More importantly, fulfilling the CEO role with a person who demonstrates high leadership competencies, is able to influence internal and external key players, and drive strategic direction within multiple societal layers, is likely to strengthen a nonprofit’s longevity (Herman, 2016; Hudson, 2005; Worth, 2021). However, leadership can look different in cross-sector collaborative situations. For example, the complex nature of writing a memo for the leadership case study (PAD 6149) challenged my preconceived ideas about effective leadership characteristics to address critical issues impacting multiple layers of a community. In this case, a coalition might not be led by a single individual (CEO), rather effective coalitions are led by sector leaders that demonstrate high expertise in their industry and can drive strategic action through collective leadership (Worth, 2021).

My experience planning and executing the strategic plan for Hope, Love and Me, Inc. (PAD 6335), provided perspective about my leadership style and how to effectively collaborate with individuals I had not known prior to the course. During the process, I took time to gather and bring all research for the project back to the group, coordinated and facilitated meetings and assisted in the delegation of tasks. The most significant outcome of this strategic planning process was that the founder of Hope, Love and Me, Inc. was also a member of the group. I also gained an even deeper understanding of the organization’s mission and vision, I read the founder’s memoir which was the inspiration for starting Hope, Love and Me, Inc. Personally, this situation provided me with a new level of awareness and motivation to not only complete my assigned tasks with vigor but also to lead the group within my area of expertise.

References

Bryson, John M. (2018). Strategic Planning for Public and Nonprofit Organizations (5th ed.). Wiley & Sons. 

Herman, Robert D. (2016). Executive leadership. In David O. Renz and Robert D. Herman’s The Jossey-Bass Handbook of Nonprofit Leadership and Management (4th ed): 167-187.

Hudson, Mike. (2005). Managing at the leading edge. Wiley & Sons.

Santora, Joseph C. & Sarros, James, C. (1996). Executive leadership: Responding to change. The Journal of Leadership Studies 3(4): 61-67.

Worth, Michael J. (2021). Nonprofit Management: Principles and Practice (6th ed.). SAGE Publications, Inc