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A multi-case study of four nonprofit leaders who serve "at risk" and homeless populations and their for success

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ABSTRACT This multi-case study research, using qualitative and quantitative methods, examines, compares, and validates the traits, behaviors, and formulas for success utilized by four experienced, long-term, exemplary executives who lead nonprofit organizations (NPOs) that serve homeless and "at risk" populations. Service longevity is a measure of success in this study…

ABSTRACT This multi-case study research, using qualitative and quantitative methods, examines, compares, and validates the traits, behaviors, and formulas for success utilized by four experienced, long-term, exemplary executives who lead nonprofit organizations (NPOs) that serve homeless and "at risk" populations. Service longevity is a measure of success in this study and each leader subject must have served a minimum of five years at their NPO to participate, though most have been leading their respective NPOs far longer. An NPO leader affects not only an organization but individual constituents and the entire community. Each leader subject is considered successful by numerous constituents and the community. Anyone is at risk for homelessness and its effects on the entire community are boundless. Traits and formulas for success are measured using three surveys: Kouzes & Posner's 360 LPI and Most Admired Characteristics surveys and Cialdini's Influence IQ Test. Additional data sources are personal interviews, organizational 990s, annual reports, and other financial and programmatic data. The instruments for data analysis are a Likert 7 Point Importance Scale used for the program and organizational evaluations by NPO professional outside raters and the Strategic Plan. Analytic tools are the Pearson Product Moment Correlations, the organization's 990s, a 3 year annual report comparison, and participant observation. This study measures the leaders against the ideal. One common theme among all the leaders is consistency, one of Cialdini's Six Principles of Influence; ii
ContributorsOstrom, Martha (Author) / Cayer, N. Joseph (Thesis advisor) / Cialdini, Robert B. (Committee member) / Schlacter, John L (Committee member) / Arizona State University (Publisher)
Created2011
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Optimism, attribution and corporate investment policy

Description
Chief Executive Officers (CEOs) whose observed personal option-holding patterns are not consistent with theoretical predictions are variously described as overconfident or optimistic. Existing literature demonstrates that the investment and financing decisions of such CEOs differ from those of CEOs who do not exhibit such behavior and interprets the investment and…

Chief Executive Officers (CEOs) whose observed personal option-holding patterns are not consistent with theoretical predictions are variously described as overconfident or optimistic. Existing literature demonstrates that the investment and financing decisions of such CEOs differ from those of CEOs who do not exhibit such behavior and interprets the investment and financing decisions by overconfident or optimistic CEOs as inferior. This paper argues that it may be rational to exhibit behavior interpreted as optimistic and that the determinants of a CEO’s perceived optimism are important. Further, this paper shows that CEOs whose apparent optimism results from above average industry-adjusted CEO performance in prior years make investment and financing decisions which are actually similar, and sometimes superior to, those of unbiased CEOs.
ContributorsWalton, Richard (Author) / Bates, Thomas (Thesis advisor) / Lindsey, Laura (Committee member) / Babenko, Ilona (Committee member) / Arizona State University (Publisher)
Created2016