Leadership in Faith-Based Nonprofits: The Power of Identity Boundaries to Bind and Blind
Claremont Graduate University
affiliation not provided to SSRN
Center for Creative Leadership (Greensboro)
Vijayan P. Munusamy
Center for Creative Leadership, Asia Pacific
Nonprofit Management & Leadership, Vol. 20, No. 4, pp. 461-472, 2010
Boston U. School of Management Research Paper No. 2010-22
This case study illustrates the unique challenges of leading a faith-based nonprofit organization within a multifaith constituency in Asia. The core themes of the case are based on research conducted with the staff, executive team, and board members of an international faith-based nonprofit organization in Asia. Specifically, the case focuses on three identity-based leadership dilemmas in relation to (1) creating a shared sense of organizational identity, (2) talent management, and (3) board governance. By describing the challenges faced by the CEO, the case shows how a strong faith-based identification can positively bind an organization together, but also result in organizational blind spots with unintended consequences.
Number of Pages in PDF File: 13
Keywords: Leadership, Management, Nonprofit, Governance, Social Identity
Date posted: June 6, 2010 ; Last revised: March 27, 2012
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