KEY FEATURES Engaging original case studies profile a wide variety of issues and obstacles facing all types and sizes of nonprofit organizations today. Theories, cultural competencies, and ethical and legal considerations are integrated throughout the text. A chapter on risk management explores challenges such as theft, vulnerable populations, and workplace accidents. A chapter on international nonprofits adds a dimension that is not always covered in texts. Case questions teach students to think strategically, solve problems, handle conflict, and unpack organizational issues.
Chapter 3: Executive Leadership
The leader of a nonprofit (in both paid and sometimes unpaid positions) is most often referred to as the chief operating officer (CEO or sometimes president/CEO) or executive director (ED). The terms are used interchangeably and mean exactly the same thing, although more and more leaders are opting to take the CEO title as they believe it is translates more readily to individuals outside of the nonprofit sector. Regardless of title, the CEO position at a nonprofit is complex, requiring the successful management of multiple stakeholders, many of whom, for a variety of reasons, may have competing interests (e.g., donors, community members, volunteers, corporate donors, government officials, etc.).
Further complicating the CEO role is the unique relationship that exists between the ...