W. F. Meehan, K. S. Jonker: Engine of Impact: Essentials of Strategic Leadership in the Nonprofit Sector
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William F. Meehan III and Kim Starkney Jonker’s decades of nonprofit and for-profit experience, primarily focused on optimizing organizational performance, creates a strong base for creating a new strategic leadership model for the nonprofit sector. This model arose from these collective experiences as well as the development of the 2016 Stanford Survey on Leadership and Management in the Nonprofit Sector. The authors cite the importance of the nonprofit sector today and its growing necessity to society. Despite this increasing need, they believe the functional strength and organizational performance of the sector currently does not heed this crucial call. Thus, the authors have developed a seven-stage model of impact divided into two sections, strategic thinking and strategic management, that develops and ultimately runs this “engine of impact.”
To begin, the strategic thinking section focuses on the organization and self-evaluation. First, it challenges the strategic leader to...
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Conflict of interest
The authors declare that they have no conflict of interest.