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    Don't Change a Winning Team…Or Should You? The Impact of Social Interaction Among Nonprofit Leaders on Organizational Effectiveness

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    Dont_Change.pdf (271.3Kb)
    Date
    unknown
    Author
    Willems, Jurgen
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    Abstract
    This paper provides a theoretical model that deals with the potential impact of social interactions among nonprofit leaders on the effectiveness of their organization. Five propositions included in the model and supported with an extensive literature review shed light on how the alignment (or misalignment) among nonprofit leaders can influence the organization’s outcomes. Three types of alignment are dealt with: (1) functional alignment, (2) motivational alignment, and (3) practices alignment. The proposed model will be the base for further research in order to confirm, adjust or reject the propositions made.
    Department
    LBJ School of Public Affairs
    Subject
    nonprofit
    organizational effectiveness
    leaders
    social interaction
    alignment
    motivation
    shared mental models
    URI
    http://hdl.handle.net/2152/61855
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    • RGK Working Papers
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