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Collaborator profile as a predictor ...

Goldman, Samuel.

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Collaborator profile as a predictor of perceived collaboration outcome for executives of nonprofit organizations.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Collaborator profile as a predictor of perceived collaboration outcome for executives of nonprofit organizations./
作者:	Goldman, Samuel.
面頁冊數:	210 p.
附註:	Source: Dissertation Abstracts International, Volume: 57-04, Section: A, page: 1414.
Contained By:	Dissertation Abstracts International57-04A.
標題:	Education, Administration. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9628834

Collaborator profile as a predictor of perceived collaboration outcome for executives of nonprofit organizations.
Goldman, Samuel.

Collaborator profile as a predictor of perceived collaboration outcome for executives of nonprofit organizations. - 210 p.

Source: Dissertation Abstracts International, Volume: 57-04, Section: A, page: 1414.

Thesis (Ph.D.)--Georgia State University, 1996.

Statement of the problem. The goal of this study was to develop a collaborator profile for executives of nonprofit organizations that predicts perceived collaboration outcome (successful or unsuccessful). This study has been guided by theories and research related to interorganizational relations, collaborations, and nonprofit organization leadership. A select number of individual characteristics (personality and demographic) drawn from the literature comprise the collaborator profile.Subjects--Topical Terms:

626645
Education, Administration.

Collaborator profile as a predictor of perceived collaboration outcome for executives of nonprofit organizations.
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245 1 0 $a Collaborator profile as a predictor of perceived collaboration outcome for executives of nonprofit organizations.
300 $a 210 p.
500 $a Source: Dissertation Abstracts International, Volume: 57-04, Section: A, page: 1414.
502 $a Thesis (Ph.D.)--Georgia State University, 1996.
520 $a Statement of the problem. The goal of this study was to develop a collaborator profile for executives of nonprofit organizations that predicts perceived collaboration outcome (successful or unsuccessful). This study has been guided by theories and research related to interorganizational relations, collaborations, and nonprofit organization leadership. A select number of individual characteristics (personality and demographic) drawn from the literature comprise the collaborator profile.
520 $a Methods. A convenience sample of 132 nonprofit organization executives who have recently engaged in an interorganizational collaboration were asked to complete five survey instruments assessing a recent collaboration and certain personality and demographic characteristics comprising the collaborator profile. Discriminant analysis was used to find the dimensions along which perceived successful or perceived unsuccessful collaborations differ and to find classification functions to predict group membership.
520 $a Results. Ninety-two nonprofit executives completed the Collaboration questionnaire. As a result of the discriminant analysis, five variables related to the collaborator profile (gender, extraversion-introversion, thinking-feeling, role ambiguity, and role boundary) were found to be significant predictors of successful and unsuccessful perceived collaboration.
520 $a Conclusions. This empirical study explored core characteristics related to a collaborator profile and contributes to the body of knowledge in the proliferating, nonprofit leadership field. It was concluded that the successful collaborator profile, for a nonprofit executive, is predominately male with an ENFP type having low role boundary and high role ambiguity.
520 $a The five significant predictor variables comprising the collaborator profile may have some merit as a framework to develop further research, particularly related to role boundary issues. In addition, it was suggested that more investigation is necessary to further clarify and refine the collaborative leadership construct related to visionary attributes.
520 $a Two important implications for the human resource development and nonprofit management fields are (a) to the select and hire executive directors who understand the collaborative role, and (b) to develop executive programs which assist in the awareness and development of requisite collaborating skills.
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