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

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.