Dissertation/Thesis Abstract

Partnerships and Nonprofit Leadership: The Influence of Nonprofit Managers on Community Partnerships
by Gallup, Donna, Ed.D., University of Southern California, 2019, 144; 13808385
Abstract (Summary)

With increasing service needs, demand for more accountability, and limited resources, nonprofit human services organizations are being asked to collaborate with others. Nonprofit managers are not necessarily trained or experienced in developing partnerships, which can be a barrier to achieving shared outcomes and goals. Examining the knowledge, motivation, or organizational barriers nonprofit managers face in establishing community partnerships, this dissertation utilized a mixed methods approach to studying this problem of practice. The data was derived from 100 online surveys of nonprofit managers and 6 interviews. The study revealed nonprofit managers are knowledgeable and motivated to form collaboratives, but there are areas for enhanced learning in the procedural steps of partnership development. The most significant finding was in the area of organizational barriers. Nonprofit managers are not being given clear goals to develop community partnerships and a lack of organizational resources makes it difficult to invest the needed time to foster new relationships and collaboratives. Addressing the recommendations would improve the ability of nonprofit human services organizations to address complex societal problems.

Indexing (document details)
Advisor: Datta, Monique
Commitee: Murphy, Don, Picus, Lawrence
School: University of Southern California
Department: Education
School Location: United States -- California
Source: DAI-A 80/09(E), Dissertation Abstracts International
Source Type: DISSERTATION
Subjects: Social work, Management, Organizational behavior
Keywords: Collaboration, Human services, Leadership, Nonprofit manager, Partnerships, Social services
Publication Number: 13808385
ISBN: 9781392170656
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