Leading and Managing Nonprofit Organizations

Running Head: LEADING AND MANAGING NON PROFIT ORGANISATION
Annotated Bibliography: Leading and managing NON PROFIT ORGANISATION
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LEADING AND MANAGING NON PROFIT ORGANISATION
Introduction
The primary objective of this research study is to discuss the strategic stakeholder relationships
in nonprofit organizations. The success factors of leadership and stakeholder management in
nonprofit organizations would be discussed in this assessment paper. Based on the findings, the
researcher would undertake and analysis of the gaps in leadership and Management and explain
it in context to the stakeholder theory. In this context it deserves mention that the popular
stakeholder theory of economist Milton Friedman who described stakeholder relationship as an
aspect of capitalism where the stakeholders in any organization should only care about the
interests of their shareholders and thereby satisfy the bottom line only, has not been regarded as
relevant to the nonprofit organization in the changing business environment. On the contrary, all
the stakeholder groups associated with nonprofit organizations including beneficiaries, donors
and funding sources, employees and volunteers, the surrounding community as well as Federal
state as well as country administration are impacted by leadership and Management in nonprofit
organizations (Boyd et al. 2017). This is why the stakeholder theory of Edward Freeman
having considered in this assessment paper. This Teddy holds that the stakeholders of any
company might be anyone who is impacted by the operations of the organization and the
operational outcomes.
Stakeholder relationship and leadership management in nonprofit organizations
Reference 1: McClusky, J & Deborah, B. (2005). Managing Stakeholder Relationships and
Nonprofit Organization Effectiveness, Wiley Periodicals, Inc. 15(3). 299-315.
This is a primary research based on how stakeholder relationship management takes place
in non-profit organizations. The researchers have closely analysed the management practices

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LEADING AND MANAGING NON PROFIT ORGANISATION
implemented in NPOs and how these strategies help in achieving organizational effectiveness.
The use of open ended interviews involving the executive members of NPOs helped the
researchers to understand and later incorporate in this article the details regarding the primary
stakeholder types of NPOs. The authors highlight that the expectations from categories of
stakeholders are different. Fulfillment of these expectations is directly associated with the nature
of relationship with respective stakeholder groups.
Reference 2: Kearns, K. P., Livingston, J., Scherer, S., & McShane, L. (2015). Leadership skills
as construed by nonprofit chief executives. Leadership & Organization Development Journal,
36(6), 712-727.
Freeman’s theory underpins that the stakeholders of the NPOs are those groups whose support is
invincible for the existence of the organization. the authors of this article analyzes corporate
environment as an ecosystem developed with related stakeholder groups all of whom need to be
considered and whose contributions are essential for the growth of the organization. In context to
nonprofit organizations, the research findings of the article identifies that the beneficiaries are an
important stakeholder category where people as well as groups who are actually affected by the
services and the goods created allocated or distributed by the nonprofit organizations.
Reference 3: Stewart, A. J. (2016). Exploring nonprofit executive turnover. Nonprofit
Management and Leadership, 27(1), 43-58.
Research Trend and outcomes of this article show that project managers of nonprofit
organizations, on most instance is rarely associated with the outcome of the projects. Speaking of
NPOs, the authors argue that corporate terms it can be argued that the fundamental Exchange
with their customers, who are the beneficiaries in this instance, is weak. One of the primary