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A comparative analysis of top leader...

Robbins, Karen A.

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A comparative analysis of top leadership roles in nonprofit organizations during The Great Recession.

Record Type:	Electronic resources : Monograph/item
Title/Author:	A comparative analysis of top leadership roles in nonprofit organizations during The Great Recession./
Author:	Robbins, Karen A.
Description:	152 p.
Notes:	Source: Dissertation Abstracts International, Volume: 76-12(E), Section: A.
Contained By:	Dissertation Abstracts International76-12A(E).
Subject:	Organization theory. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3714251
ISBN:	9781321914207

A comparative analysis of top leadership roles in nonprofit organizations during The Great Recession.
Robbins, Karen A.

A comparative analysis of top leadership roles in nonprofit organizations during The Great Recession. - 152 p.

Source: Dissertation Abstracts International, Volume: 76-12(E), Section: A.

Thesis (Ph.D.)--Capella University, 2015.

The Recession of 2008 was one of the most difficult economic times since The Great Depression of 1930. The economic crisis triggered complexities for leaders of nonprofit organizations. The purpose of the study was to examine how nonprofit leaders experience modified roles and organizational changes during times of recessions. This study presented semi-structured questions to the participants for rich and descriptive accounts of their experiences. The researcher used a non-probability purposive sampling process: all of the participants were leaders of nonprofit organizations during the Recession of 2008. Thematic schemes emerging from the study reveal how nonprofit leaders experienced hardships during times of economic crisis and how those experiences impacted the population that the leaders serve.

ISBN: 9781321914207Subjects--Topical Terms:

2122787
Organization theory.

A comparative analysis of top leadership roles in nonprofit organizations during The Great Recession.
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245 1 2 $a A comparative analysis of top leadership roles in nonprofit organizations during The Great Recession.
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500 $a Source: Dissertation Abstracts International, Volume: 76-12(E), Section: A.
500 $a Adviser: Julia Moore.
502 $a Thesis (Ph.D.)--Capella University, 2015.
520 $a The Recession of 2008 was one of the most difficult economic times since The Great Depression of 1930. The economic crisis triggered complexities for leaders of nonprofit organizations. The purpose of the study was to examine how nonprofit leaders experience modified roles and organizational changes during times of recessions. This study presented semi-structured questions to the participants for rich and descriptive accounts of their experiences. The researcher used a non-probability purposive sampling process: all of the participants were leaders of nonprofit organizations during the Recession of 2008. Thematic schemes emerging from the study reveal how nonprofit leaders experienced hardships during times of economic crisis and how those experiences impacted the population that the leaders serve.
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710 2 0 $a Capella University. $b School of Public Service Leadership. $3 1682265
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