OL-7104 v3

Miller, E. W. (2018). Nonprofit strategic management revisited. Canadian Journal of Nonprofit & Social Economy Research / Revue Canadienne de Recherche Sur Les OSBL et l’économie Sociale, 9(2), 23–40.
This literature review provides background and context around strategic management through a nonprofit lens. By stepping through this review, you will have a greater understanding of what themes have emerged in the literature over time, and the implications of these results on development of strategic organizational objectives and goals, identifying funding sources, developing new programs or avenues for outreach, and so on.

Kaplan, R. S. (2001). Strategic performance measurement and management in nonprofit organizations.Nonprofit Management & Leadership, 11(3), 354.
Kaplan’s concept of the Balanced Scorecard as a performance measurement approach for nonprofit organizations provides a framework for developing leaders to consider when attempting to demonstrate how organizations bring value to their key stakeholders.

Freund, M. (2017). Shared leadership: Research and implications for nonprofit leadership, capacity building, and education. Journal of Nonprofit Education and Leadership, 7(1), 13. https://doi-org.proxy1.ncu.edu/10.18666/JNEL-2017-V7-I1-8022
For some nonprofit organizations, a shared leadership model may be an effective method of ensuring key stakeholders remain engaged and represented while allowing for additional organizational flexibility. Embracing a more collaborative, horizontal approach to leadership may provide organizations with greater opportunities to build trust, greater involvement, and shared commitment to organizational goals. This article provides a review of existing research as well as guidance for additional reading for individuals who may seek to develop these models, which will provide additional perspective as you determine what leadership characteristics and practices are most aligned with your organization’s culture, needs, and vision for its future.

Bramwell, O., & Eddie, C. W. N. (2014). Toward a collaborative, transformative model of non-profit leadership: Some conceptual building blocks. Administrative Sciences, 4(2), 87–104.
While seminal research on leadership and leaders may have focused primarily on traits and characteristics of individual leaders, current research tends to focus more on leader-follower interactions and developing collaborative, inclusive relationships. Providing a comprehensive review of transformational and values-based leadership within the context of nonprofit organizations, this article will help you identify potential leadership models that align with your organization and proposed plan.

Academic Success Center. (2021). Synthesis and analysis. Northcentral University.
This page within the Academic Success Center (ASC) may prove helpful in preparing this week’s assignment, which is a synthesis of the scholarly literature.