‘The New is Elsewhere’:Women’s Leadership in Community-Profit Organisations

Key Words	ii
Abstract	iii
Table of Contents	v
List of Figures	xi
List of Tables	xii
Statement of Original Authorship	xiv
Acknowledgments	xv

Chapter 1	Introduction	1
1.1	Background to the Research	1
	Discontinuous Change: The Contemporary Context Of Leadership	2
	A Paradigm Shift: The Historical/Cultural Context Of Leadership	4
	Nonprofit Organisations: The Organisational Context Of Leadership	7
1.2	Research Problem and Research Questions	15
1.3	Significance of the Research	17
1.4	Methodology	19
1.5	Definitions	20
1.6	Outline of the Thesis	22
1.7	Conclusion	23

Chapter 2	Theoretical Framework	24
2.1	Introduction	24
2.2	The Mechanistic World View	25
	Leadership In The Mechanistic World View	29
	Some Challenges To The Mechanistic World View	32
2.3	The Holistic World View	33
	Leadership In The Holistic World View	38
2.4	Conclusion	41

Chapter 3	Review of Relevant Literature	43
3.1	Introduction	43
3.2	The Dominant Imges	44
	The Lone Ranger Image Of Leadership	45
	The Peter Stuyvesant Image Of Leadership	45
	The Godfather Image Of Leadership	47
	The Pied Piper Image Of Leadership	48
	The Braveheart Image Of Leadership	49
	Five Images – One Understanding Of Leadership	51
3.3	The Dominant Agendas	54
	The Intellectual Agenda For Leadership	55
	The Management Agenda For Leadership	56
	The Behavioural Agenda For Leadership	57
	A New Journey On An Old Path	59
	The Women In Management Agenda For Leadership	62
	Something Old, Something New	69
3.4	Conclusion	70

Chapter 4	Methodology: Perspectives and Assumptions	73
4.1	Introduction	73
4.2	Qualitative Methodology	74
4.3	Symbolic Interactionism: Key Emphasis	76
4.4	Symbolic Interactionism: The Assumptions that Underpin This Research	78
	Experience	78
	Empathy	79
	Interaction	85
4.5	Patterns, Parallels and Pointers	87
4.6	Conclusion	88

Chapter 5	Research Design and Method	90
5.1	Introduction	90
5.2	Culteral Review Process	92
	Research Questions	94
	Selection of Sites	96
	Selection of Participants	99
	Researcher’s Role Management	102
5.3	Data Collection Process	104
	In-Depth Interviewing	104
	Other Sources Of Data	107
	Number Of Interviews	109
	Timing Of Interviews	109
	Location Of Interviews	110
	Preparing For Interviews And Interview Format	111
	Approaching Potential Participants	112
	Managing, Recording And Protecting Data	113
	Issues In Data Collection	114
5.4	Data Analysis Process	115
	Immersion In The Texts	115
	Rummaging	116
	Categorising And Coding	116
	Critical Dialogue And Writing	117
5.5	Integrity of Research	118
5.6	Conclusion	120

Chapter 6	The Participants and Their Organisations	122
6.1	Introduction	122
6.2	Descriptive Data About the Formal Participants	125
	Employment Profile	125
	Leadership Path	128
	Self-Perception as Leaders	130
6.3	Descriptive Data About the Research Organisations	138
	Organisational Context And Decision Making Processes	139
	Organisational Purpose	142
6.4	Conclusion	144

Chapter 7	Women’s Understanding of Leadership in Community-Profit Organisations	146
7.1	Introduction	146
7.2	Images of Leadership	146
	Connection Images	147
	Life/Movement Images	148
	Other Images	149
7.3	Recipe for effective Leadership	150
7.4	Participant’s Perceptions of the Relationship between Designated Leaders and Non-Positional Leaders	154
7.5	Women’s Understanding of Power in their Exercise of Leadership in Community-Profit Organisations	159
7.6	Some Recurring Themes	165
7.7	Conclusion	176

Chapter 8	Women’s Experience of Leadership in Community-Profit Organisations	177
8.1	Introduction	177
8.2	What the Participants Hope to Achieve Through their Exercise of Leadership	178
	Service	179
	Perceived Inequity	180
	Search For Excellence	182
8.3	Issues Facing the Participants in their Exercise of Leadership in Community-Profit Organisations	183
	The On-Going Development Of Processes And Structures To Best Achieve The Organisational Mission 195 196	184
	Resources	187
	Membership	189
	Organisational Purpose And Identity	191
	Gender Issues	191
	Social Issues	193
	Inclusion/Diversity	194
	Over-Commitment	195
	Communication	196
8.4	The Participant’s Practice of Leadeship	196
	Networking 199 200 202	198
	Communicating	199
	Lobbying	200
	Other Leadership Strategies	202
8.5	Conflict Experienced by the Participants in their Experience of Leadership in Community-Profit Organisations	206
8.6	Conclusion	211

Chapter 9	An Invitation to Dance: Conclusions and Implications	213
9.1	Introduction	213
9.2	New Understandings and Practices of Leadeship: The Choreography	215
9.3	Distinctive Features of a Holistic World View: The Rhythm and the Beat	219
9.4	Responding of Discontinuous change: A Flexible and Spontaneous seies of Movements	222
9.5	Limitations	223
9.6	Conclusion	224

List of Appendices		227
Appendix A	(i) Cultural Review Interview Guide	228
	(ii) Outline for Personal Letters to be sent to Cultural Review Participants	229
Appendix B	(i) Consent form	230
	(ii) Background Information Given to Potential Research Participants	232
Appendix C	The International Classification of Nonprofit Organisation: explanatory notes	237
Appendix D	(i) Sample Letter to Gatekeppers Organisations selected as Research Sites	244
	(ii) Sample Letter to Possible Participants (Participants Suggested by Gatekeepers of Organisations Selected as Researchj sites)	245
	(iii) Letter Accompanying Transcripts sent to Participants	246
	(iv) Letter accompanying Summary of Research Findings Sent to Participants	247
Appendix E	Interview Guide	248
Appendix F	Headings for the Reports About Each Node Generated in the Index System of ‘Nudist’	250
Bibliography		255

Please, credit this document
as published by www.womenpriests.org!