Table Of ContentTransformational Leadership
and Not for Profits and Social
Enterprises
Recent decades have seen a significant transformation of the not-for-profit
(NFP) sector. This includes a rise in the number of organisations and people
employed, a shift from charities and philanthropic agencies to hybrid social
enterprise business models, competing stakeholder interests and increasing
expectations regarding accountability and transparency. The role of NFPs
has also become more complex—they not only serve the disadvantaged
and fulfil social needs but also actively advocate for and implement public
policies and promote social and economic inclusion.
This growth and complexity has brought with it a need for innovative
and entrepreneurial approaches to leadership that stems from an in-depth
understanding of the changing nonprofit landscape. Addressing this need,
Transformational Leadership and Not for Profits and Social Enterprises
will help readers navigate extant challenges by drawing on conceptual
literature, both theoretical and empirical and emphasising practical real
world experience through case studies and vignettes
The key aim of this book is to help existing and future NFP leaders
at all organisational levels to support their organisations and employees
and in turn clients and communities, through theoretical insights and
practical approaches by focusing on transformational leadership aspects for
contemporary Not for Profits.
Transformational Leadership and Not for Profits and Social Enterprises
is key reading for researchers, academics and policy makers in the areas
of Non-profit Management, Leadership, Public Sector Management and
Charity Management as well as related disciplines such as Philanthropy and
Social Entrepreneurship.
Kenneth Wiltshire is the emeritus J. D. Story Professor of Public
Administration at the University of Queensland Business School,
Australia.
Aastha Malhotra is Vice-Chancellor’s Research Fellow at University
of Southern Queensland, Australia.
Micheal Axelsen is a Lecturer (Business Information Systems) at
University of Queensland Business School, Australia.
Routledge Studies in the Management of Voluntary and
Non-Profit Organizations
Series Editor: Stephen P. Osborne (University of Edinburgh, UK)
This series presents innovative work grounded in new realities, addressing
issues crucial to an understanding of the contemporary world. This is the
world of organised societies, where boundaries between formal and infor-
mal, public and private, local and global organizations have been displaced
or have vanished, along with other nineteenth century dichotomies and
oppositions. Management, apart from becoming a specialized profession
for a growing number of people, is an everyday activity for most members
of modern societies.
Similarly, at the level of enquiry, culture and technology, and literature
and economics, can no longer be conceived as isolated intellectual fields;
conventional canons and established mainstreams are contested. Manage-
ment, Organization and Society addresses these contemporary dynamics of
transformation in a manner that transcends disciplinary boundaries, with
books that will appeal to researchers, student and practitioners alike.
Also available from Routledge:
Financial Management in the Voluntary Sector
New Challenges
Paul Palmer and Adrian Randall
Strategic Management for Nonprofit Organizations
Roger Courtney
Regulating Charities: The Inside Story
Edited by Myles McGregor-Lowndes and Bob Wyatt
Philanthropy in Practice
Pragmatism and the Impact of Philanthropic Action
Ekkehard Thümler
Transformational Leadership and Not for Profits and Social Enterprises
Edited by Kenneth Wiltshire, Aastha Malhortra, and Micheal Axelsen
Transformational Leadership
and Not for Profits and Social
Enterprises
Edited by Kenneth Wiltshire, Aastha
Malhotra, and Micheal Axelsen
First published 2018
by Routledge
711 Third Avenue, New York, NY 10017
and by Routledge
2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN
Routledge is an imprint of the Taylor & Francis Group, an informa business
© 2018 Taylor & Francis
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Library of Congress Cataloging-in-Publication Data
A catalog record for this book has been requested
ISBN: 978-1-138-20482-9 (hbk)
ISBN: 978-1-315-46857-0 (ebk)
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Contents
List of Tables and Figures viii
Foreword x
Preface xvi
PART I
The Leadership Journey 1
1 Leadership Concepts and Approaches 3
KENNETH WILTSHIRE
2 Three Schools of Nonprofit Thought: Evolution of the
Field and Implications For Leadership 15
AASTHA MALHOTRA
3 The Journey of A Social Leader: Leading and
Transforming Organisations for Social Impact 34
ANNA KRZEMINSKA, ANDREAS HEINECKE, AND CHRISTIAN KOCH
Stories from the Field: The Red Cross and Red Crescent
Movement 44
PART II
Shaping the Journey 53
4 Stakeholder Partnerships and the Delivery of Services 55
STEPHEN JONES
5 Corporate Social Responsibility, Government, and the
Balancing Act 75
KENNETH WILTSHIRE
Leadership in Practice: Institute For Urban Indigenous Health 84
vi Contents
6 Financial Sustainability Through Leadership 92
DAVID KNOWLES AND CHRIS WILSON
Leadership in Practice: YWCA Queensland 116
7 Your People, Your Volunteers 122
AMANDA ROAN
Leadership in Practice: Sharing the Load at the
Top—Peer Leadership at The CEO Institute 139
8 Non-Profit Marketing Strategy 142
JAY WEERAWARDENA
Leadership in Practice: Youngcare—Leadership
in a Not for Profit 164
9 Leadership and Governance Issues in Faith Based
Organisations 172
SUSAN DANN
Leadership in Practice: Churches of Christ Care 189
10 Leading Through the Jungle of Legislation, Regulation
and Reporting 202
PAUL PAXTON-HALL
Stories from the Field: The Smith Family 214
PART III
New Journeys, New Horizons 223
11 Innovation Leadership 225
MARK DODGSON
Leadership in Practice: YGAP 234
12 Strategy, Leadership and Team Building 239
KARINA COLLINS
Leadership in Practice: GIVIT—Connecting those
who have with those who need 264
Contents vii
13 Successful Nonprofit Leadership In An IT World 269
MICHEAL AXELSEN
Leadership in Practice: Staying Ahead of the Game 295
Stories from the Field: RSPCA Queensland 300
About the Contributors 318
Index 325
Tables and Figures
Tables
4.1 NFP Key Results (Source: Australian Bureau Of
Statistics, 2015) 56
4.2 Key Indicators of Income Sources, 2015 (Source
Cortiset al., 2016, P. 52) 57
5.1 Corporate Social Responsibility and the Social Context 80
5.2 Weighting of Corporate Behaviour as Part of Corporate
Social Responsibility Index 82
6.1 C ontribution of the Non-Profit Sector to the Australia
Economy (Source: Australian Bureau of Statistics) 93
6.2 Fundraising Strategies and the Supporting Role Played by
the Board 110
10.1 Reporting Obligations for Incorporated Associations 204
10.2 3-Tiered Differential Reporting Framework for CLGs 205
10.3 Size and ACNC Financial Reporting Obligations 206
10.4 Altered Reporting Obligations for CLGs 207
10.5 State and Territory Fundraising Legislation and Regulators 208
12.1 ‘TRUE’ Leadership Profile 241
12.2 The Style of the Board in Strategy and Execution 244
12.3 Strategies to Address Barriers to Execution 261
13.1 Example RACI Chart for Analysing and Reporting
Performance 275
Figures
4.1 Characteristics of a Partnership Considered Important for
Efficient Service Delivery 59
4.2 Australian NFP Service Types (Source: Productivity
Commission, 2010) 60
4.3 Gaps in NFP Capacity 65
5.1 The Juggling Act 75
6.1 Philanthropy Is Unable to Fill the Funding Gap 101
Tables and Figures ix
9.1 Governance Structure of Churches of Christ in Queensland 190
12.1 The Role of the Board 242
12.2 The Five Dysfunctions of a Team 245
12.3 Operational Effectiveness versus Strategic Positioning 246
12.4 Data Analysis and Analytics 248
12.5 Strategic Planning Process 249
12.6 VRIA Assessment for Competitive Advantage in the
Marketplace You Operate In 250
12.7 Three Horizons of Growth 251
12.8 Voice of the Client Value Proposition 252
12.9 Digital Transformation Requires Strategic Development of
the Value Proposition and the Operating Model 254
12.10 A Sample Program of Work for Digital Transformation 256
12.11 Strategy Map 257
12.12 Business Model Canvas 258
12.13 Reshaping the Business and Operating Model Requires a
New Set of Capabilities 260
13.1 The Relationship between the Enterprise Governance of IT
and Business Value 272
13.2 Business and IT Alignment 273
13.3 Identifying Who Should Make Different Types of IT
Decisions 274
13.4 IT Governance Practices (Structures, Processes, and
Relational Mechanisms) and Their Relationship 277
13.5 Prominent IT Governance Mechanisms Showing
Structures, Processes, and Relational Mechanisms
(adapted from Gillies and Broadbent) 287
13.6 ‘In Care Inventory’ Metric System Showing the Specific
Statuses of Individual Dogs/ Puppies On and Off Site 304
13.7 ‘In Care Inventory’ Showing Overall Count of Incoming/
Outgoing Animals from Different Queensland Facilities 306
