| 說明 |
476 p |
| 附註 |
Source: Dissertation Abstracts International, Volume: 55-02, Section: A, page: 0375 |
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Adviser: Irwin Epstein |
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Thesis (D.S.W.)--City University of New York, 1994 |
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In the typical social agency, governance is the joint responsibility of the board of directors and the executive, who form the leadership core. The purpose of this project was to add to the knowledge of governance in nonprofit settings by studying the ways in which the leadership core reaches decisions |
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A grounded theory approach was selected for the project. Four social agencies located in three small urban centers in the Northeast were chosen as study sites. Data were collected through observations of board and committee meetings, a review of archival material, a survey of the board members and interviews with selected trustees and the four CEOs |
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From the extant literature and the investigator's practice experience, a central research question was developed: Are there distinct behavioral patterns that can be discerned in the board-executive relationship around issues of governance and decision making and if so, what are the causal factors associated with each pattern? Different aspects of the phenomenon were identified, labeled and through a cross-site analysis, combined into twenty-four separate categories of behavior |
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Three variables were found to be key in determining the nature of the board-executive relationship: Executive Assets, or the personal qualities and professional qualifications the executive commands; Board-Executive Congruence, the fit in philosophy and style between the CEO and the trustees; and Agency Context, all the forces in the internal and external environment that affect the organization. The combination of the first two factors results in both a state of being and a process called Symbiactive Management (SAM), all of which in turn are influenced by the agency context |
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Four distinct SAM patterns emerged: High Board-Executive Congruence, Strong Executive Assets; High Board-Executive Congruence, Weak Executive Assets; Low Board-Executive Congruence, Strong Executive Assets; and Low Board Executive Congruence, Weak Executive Assets. The first pattern is the most desirable, the one that guarantees enough strength to withstand any negative forces in the environment and bring about SAM. Several propositions were suggested for future research |
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School code: 0046 |
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DDC |
| Host Item |
Dissertation Abstracts International 55-02A
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| 主題 |
Social Work
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Business Administration, Management
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0452
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0454
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| Alt Author |
City University of New York
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