Reflection Paper Chapter 5

Holding the position of CEO, or chief executive officer, is not an easy task and the many responsibilities should not be taken lightly.  Being the CEO of a nonprofit organization does not mean that person manages; they need to be a leader and entice staff, donors, volunteers, and board members, to somehow “move them toward the achievement of the CEO’s mission or goal (Worth, p.g. 103).”  According to Richard Moyers 10 basic responsibilities, the CEO not only needs to lead in many different aspects, they also need to develop, engage, build and support the organization they are leading, and yet when their duties are performed or if they can no longer help with growing the organization, they are asked to step away from everything they have built throughout their career.  The CEO, especially of a nonprofit organization, needs to be a strong leader, “nonprofits are value based and mission driven.  There is not always an easy way to measure performance against the mission, and without structure, the nonprofit will eventually drift away from the mission, decline, and fail (Worth, p.g. 104).”

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There are many different leadership theories to try and explain what makes a CEO successful, however it does not appear to me that one model will work for every nonprofit organization.  It seems easy to say that the best approach would be for a CEO to just follow the transformational leadership model because everyone is involved and the CEO develops relationships as well as nurtures growth and motivation.  However, there are at least ten different models addressed by our text, so obviously these different leadership theories can be successful if implemented by the right person and in the right environment.

I believe it is important to have a charismatic leader, especially in the early stages of development of a nonprofit to attract followers and keep them engaged, as well as showing passion for and confidence that the nonprofit will be successful.  While working for a nonprofit for over tens years, I had the opportunity of working under two completely different leadership theories and at the time of my employment

Resources:

Worth, M. (2014). Nonprofit management: Principles and practice.3^rd edition .Sage publications, inc. Chapter 5; pages: 103,104.

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