The Support Center’s Journal for Nonprofit Management is an invaluable source of thinking and articles on the issues challenging nonprofit organizations today. Our past Journals are available for purchase.

Volume 10, released October 2006, focuses on leadership and change, and is available for downloadable PDF.

Journal for Nonprofit Management V. 10 No. 1
Leadership and Change

Build Better Communities with Better Management
Many Community Based Organization executive directors are looking for ways to improve their management skills. Carolyn J. Curran presents a user-friendly adaptation of an academic and research based Transformational Leadership model that has proven effective with many nonprofit organizations.

Public Leadership and Change: A Community Leadership Education Framework
Building upon years of work in the federal government, James O. Bates offers two basic leadership theories, path-goal and leader-member exchange, that can be used to frame the process of implementing programs and acquiring needed political, social, and economic resources.

Creating an Innovative Organization
Inspiring social change requires innovative organizations that can conceive of new ways to approach both old and new problems, are able to evaluate and act on opportunities that present themselves, are able to listen and adapt, and are accountable to the people they serve. Trish Ruebottom and John Baker describe ways to create innovative organizations that can deal with change, foster staff creativity, and leverage their assets.

Organizational Healing: New Hope for Nonprofits in Crisis
Many nonprofits are failing or at risk for failing. Donald Fann believes that these failure rates are due less to inadequate funding than to organizational and management factors such as the unwieldy way decisions are made, actions are executed, conflicts are resolved, fiscal problems are handled, and planning is done. He offers a change process called organizational healing – a solution that involves identifying and addressing the symptoms or indicators of an unhealthy or at-risk organization and addressing the core issues that created those symptoms in the first place.

The Food Card Access Project: A Community Change Initiative
Recognizing the limitations of emergency programs, the United Way of New York City attempted to help low-income households take full advantage of existing, largely federally funded programs and support. Mary Steuart Sagnette and Stephanie Copelin describe the development, implementation, and impact of UWNYC’s community change initiative, the Food Card Access Project, designed to increase Food Stamp utilization in order to stretch budgets and prevent hunger, while bringing federal dollars to the local economy.

Click here for Volume 10: Leadership and Change