Nonprofit Organizations: A Non-Profit Analysis

Non-profit organizations are a major contributor to social and economic well-being throughout the world. Where the creation of wealth for the founders are not the main objective, but rather the need to serve a social purpose while remaining financially sustainable (Moss, Short, Payne, & Lumpkin, 2010). McKeever and Pettijohn (2014) assert that the number of nonprofit organizations who registered from 2002 to 2012 with the IRS rose from 1.32 million to 1.44 million with an increase of 8.6 percent. These 1.44 million organizations are very diverse ranging from art, health, education, housing to advocacy nonprofit organizations.
While the total number of nonprofit organizations operating in the United States is unknown. In 2012, nonprofits registered
In real-life, leaders do not necessarily have the best interests of the organization in mind when they make decisions (Harvey, Buckley, Heames, Zinko, Brouer, & Ferris, 2007). In many cases, leaders treat their personal goals as more important than the organization’s goals. That said, leaders become destructive and make decisions for their own good at the expense of the organization (Harvey, et al., 2007). It is unfortunate that toxic leaders, even though painful are becoming more common reality in many organizations (Tavanti, 2011). Nevertheless, there are many stories about positive leaders who motivate their employees to achieve goals and inspire them to go beyond what they think is possible, but there are also leaders who ridicule employees in public and impose physical hardship on them and increase the division between individuals and teams (Pelletier, 2010). Thus, leaders who engage in such behaviors cause serious physical and psychological damage to their
Some of the most prominent features are performance, motivation, honesty, integrity, self-confidence, cognitive ability, business knowledge, and expertise. The theories also support the idea that effective leadership is influenced by certain combinations of these traits and other personal qualities. Zaccaro (2007) points to a close relationship between trait theory and conditional leadership. It is also believed that the choice of a theory’s model is not mutually exclusive, but rather trait theory supports conditional leadership. That is for a leader to be successful in a situation, the leader must possess a set of a specific characteristic. Additionally, the characteristics that the person possesses can determine if the individual has the capability to emerge as a leader in each