| This exploratory, multiple-case study examined eight nonprofit executive directors' perceptions concerning factors influencing their "good work," defined as efforts of high quality developed or conducted by individuals for the good of people and society (Gardner, Csikszentmihalyi, and Damon, 2001). The study also examined the extent to which nonprofit executive directors' perceived that these factors revealed their transformational and transactional leadership, concepts developed in the landmark study Leadership (Burns, 1978).; The unit of analysis was the nonprofit executive director representing a relatively unexplored population. The design of the method of analysis followed the process outlined by Gardner et al. (2001) and employed the open-ended interview protocol developed and utilized by his research team with over 500 professionals involved in "good work" (see Appendix). The interview protocol was created specifically for collecting data concerning the perceptions of their subjects during a period of profound economic, technological and social change.; Eight nonprofit executive directors, four women and four men, participated in the study. They constituted a heterogeneous group with varying missions, budget sizes, funding streams and methods of serving clients or constituents. Each executive directors had been employed in nonprofit administration for at least five years and that the agencies they currently led were incorporated in their home states and had received the 501(c)(3) tax designation from the Internal Revenue Service.; The findings of the study suggested that the beliefs and values of each executive director as well as his or her formative background were among the most influential factors influencing "good work." Further, the executive directors exerted strict control over their agencies, treating their responsibilities similar to a vocation or a calling. They were relatively indifference to the personal growth of employees as a result of their leadership, but they were intensely focused on increasing their colleagues skills so they could generate new revenue sources ensuring agency survival.; Consequently, a third kind of leadership revealed itself. It falls between transformational and transitional leadership, incorporating elements of both. Its existence depends on the executives' motivations for providing professional development and their intention of controlling their agencies' goals and purposes and its accomplishments. |
