Abstract
This study examined how 43 nonprofit leaders across 15 U.S. states make sense of organizational crises in nonprofit contexts, as well as what they think effective leadership is during crises. Findings revealed perceived nonprofit organizational crises emerging from disasters, disruption of mission delivery, internal stakeholder challenges, and unanticipated occurrences, while six major characteristics of effective crisis leadership emerged including being a team player, being strategic, being transparent with stakeholders, being quick to respond, being self-composed, and being prepared. Comparisons to previous empirical investigations of nonprofit leadership and crisis response yielded additional insights into effective crisis leader sensemaking in nonprofit contexts—most notably that nonprofit crisis leaders leverage sensegiving frameworks of instrumental knowledge, normalcy, and dynamic learning. Further analysis demonstrated these diagnostic and prognostic sensegiving activities to be more clearly observed than motivational sensegiving activities across crisis leaders in nonprofit contexts.
Résumé
Cette étude a examiné comment 43 dirigeants d’organisations à but non lucratif dans 15 États américains expliquent les crises organisationnelles dans le contexte du secteur à but non lucratif en se basant sur des demandes de définition. Les entretiens ont montré des crises organisationnelles perçues des organisations à but non lucratif qui découlaient de catastrophes, d’une interruption de l’accomplissement de leur mission, des difficultés des intervenants internes et des évènements imprévus, tandis que six caractéristiques principales d’une gestion efficace des crises sont apparues, comme avoir l’esprit d’équipe, être stratégique, faire preuve de transparence avec les intervenants, réagir rapidement, rester maître de soi et être préparé. La comparaison de ces thématiques avec des enquêtes empiriques précédentes sur la direction d’organisations à but non lucratif et la réaction aux crises ont donné un aperçu d’une construction de sens efficace des dirigeants en cas de crise dans le contexte des organisations à but non lucratif – notamment le fait que les dirigeants en situation de crise d’organisations à but non lucratif tirent profit des cadres de la construction de sens des connaissances instrumentales, de la normalité et de l’apprentissage dynamique. Une analyse plus approfondie a démontré que ces diagnostics et pronostics de construction de sens étaient plus clairement constatés que la construction de sens de motivation entre les dirigeants en situation de crise dans les organisations à but non lucratif.
Zusammenfassung
Diese Studie untersuchte, wie 43 Führungspersonen von gemeinnützigen Organisationen in 15 U.S.-Bundesstaaten organisatorische Krisen im Non-Profit-Kontext basierend auf Definitionshilfen verstehen. Die Befragungen enthüllten wahrgenommene Krisen gemeinnütziger Organisationen, die nach Katastrophen, einer Unterbrechung in der Mission, Problemen mit internen Stakeholdern und unerwarteten Ereignissen entstanden, sowie sechs wichtige Merkmale einer effektiven Krisenhandhabung, unter anderem, dass man ein Teamplayer ist, strategisch vorgeht, sich Stakeholdern gegenüber transparent zeigt, schnell reagiert, ruhig bleibt und vorbereitet ist. Ein Vergleich dieser Punkte mit früheren empirischen Untersuchungen zur Leitung gemeinnütziger Organisationen und Krisenbewältigung verschaffte einen Einblick in die effektive Interpretation der Krisenleiter in Non-Profit-Kontexten - insbesondere dass die Krisenleiter sinngebende Rahmenwerke in Bezug auf instrumentales Wissens, Normalität und dynamisches Lernen wirksam einsetzen. Eine weitere Analyse demonstrierte, dass diese diagnostischen und prognostischen sinngebenden Aktivitäten bei den Krisenleitern in Non-Profit-Kontexten häufiger zu beobachten sind als motivierende sinngebende Aktivitäten.
Resumen
El presente estudio examinó cómo 43 líderes de organizaciones sin ánimo de lucro de 15 estados estadounidenses comprenden las crisis organizativas en los contextos de las organizaciones sin ánimo de lucro basándose en estímulos externos definitorios. Las entrevistas revelaron crisis organizativas percibidas de las organizaciones sin ánimo de lucro que surgieron de desastres, interrupción del desempeño de la misión, desafíos de las partes interesadas internas, e incidentes no previstos, mientras que surgieron seis características principales del liderazgo efectivo en tiempos de crisis incluidas ser un jugador de equipo, ser estratégico, ser transparente con las partes interesadas, ser rápido en responder, ser dueño de sí mismo, y estar preparado. La comparación de estas temáticas con investigaciones empíricas previas de liderazgo de las organizaciones sin ánimo de lucro y de respuesta ante las crisis proporcionó ideas sobre la comprensión efectiva de la crisis por parte del líder en contextos de organizaciones sin ánimo de lucro - principalmente que los líderes en tiempos de crisis de las organizaciones sin ánimo de lucro aprovechan los marcos de comprensión del conocimiento instrumental, la normalidad y el aprendizaje dinámico. Análisis adicionales demostraron que estas actividades de comprensión del diagnóstico y pronóstico son observadas con más claridad que las actividades de comprensión motivacionales en los líderes en tiempos de crisis en los contextos de las organizaciones sin ánimo de lucro.
摘要
本研究检视了在基于明确暗示的非营利性背景下,来自美国15个州的43位非营利性组织领导人是如何理解组织危机的。访问显示,感知到的非营利性组织危机源于灾难、使命传递的失败、内部股东挑战以及意外事件,而所出现的有效危机领导的六个主要特征包括:团队合作、具有策略性、坦诚面对股东、反应迅速、镇定以及有所准备等。将这些主题与之前关于非营利性组织领导与危机反应的实证研究作比较,可以深刻理解在非营利性背景下有效的危机领导——最值得注意的是非营利性危机领导利用关于有用知识、常态与动态学习等意义给赋框架。进一步分析证明了,与在非营利领域中各种危机领导的有动机的意义给赋活动相比,这些诊断与预后的意义给赋活动能够更清楚地被观察到。
ملخص
فحص هذه الدراسة كيف أن 43 من قادة المنظمات الغير ربحية عبر 15 ولاية أمريكية جعلت معنى للأزمات التنظيمية في السياقات الغير ربحية على أساس المطالبات التعريفية. كشفت المقابلات أن الأزمات التنظيمية الغير ربحية التي تمت ملاحظتها ناشئة عن الكوارث، تعطل تسليم المهمة ، تحديات أصحاب المصلحة الداخلية، والأحداث الغير المتوقعة، في حين ست خصائص رئيسية للقيادة الفعالة للأزمات ظهرت بأنها فعالة في الفريق، وأنها إستراتيجية، لديها شفافية مع أصحاب المصلحة، أنها سريعة الرد ، أنها مؤلفة النفس، أنها مستعدة. بمقارنة هذه المواضيع بالتحقيقات التجريبية السابقة من القيادة الغير ربحية وللإستجابة للأزمات أسفرت عن نظرة ثاقبة في قادة أزمة فعالة الذين يحاولون أن يعطوا معنى للتجربة في السياقات الغير ربحية - أبرزها أن نفوذ قادة الأزمة الغير ربحية الذين يحاولون أن يعطوا معنى لأنظمة المعرفة المفيدة، الطبيعية، والتعليم الديناميكي.أظهر مزيد من التحليل هذا التشخيص و النذير يعطي معنى للأنشطة التي يتم ملاحظتها بشكل أكثر وضوحا” الذي يعطي للأنشطة معنى تحفيزي عبر قادة الأزمة في السياقات الغير ربحية.
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Gilstrap, C.A., Gilstrap, C.M., Holderby, K.N. et al. Sensegiving, Leadership, and Nonprofit Crises: How Nonprofit Leaders Make and Give Sense to Organizational Crisis. Voluntas 27, 2787–2806 (2016). https://doi.org/10.1007/s11266-015-9648-1
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DOI: https://doi.org/10.1007/s11266-015-9648-1