| With nonprofit human services (NPHS) chief executive officers (CEOs) ever dependent on limited external resources, they must acquire and utilize effective political skills and acumen, in navigating complex systems and competing for resources. The Bolman and Deal (2008) construct of political activity was utilized in exploring NPHS CEO responses to resource dependence. This included (a) agenda-setting, (b) mapping the political terrain, (c) forming networks and coalitions, and (d) using bargaining and negotiating skills to reduce dependence, increase influence, and sustain autonomy in the external environment (p. 214).;This explanatory mixed methods correlational study focused exclusively on the self-reported political activities of the NPHS CEOs in resolving resource dependence in the external environment, according to Pfeffer and Salancik's (2003) Resource Dependence Theory (RDT). NPHS CEOs (N=116) responded to the 43-item survey, with three CEOs also participating in a one-on-one semi-structured interview, guided by a 17-item interview protocol. The data from the interviews further contributed to an understanding of the reported engaged political activities.;The study concluded that the findings centered on five related areas: (a) organizational size; (b) funding diversity; (c) professional association involvement; (d) partnerships; and (e) information management. That is, the concentrations of responses and the emerging correlations drew larger pictures that suggested these areas related to the political activities engaged in by NPHS CEOs.;There was a significant relationship between size of the organization and the level of political activity reported. That is, the larger the operating budget and FTEs, the more the NPHS CEOs reported involvement in political activities. Also, NPHS CEOs representing organizations with increased funding diversity reported being highly focused on leadership communication within their organization, throughout their activities, as well as relationships and involvement in the external environment.;NPHS CEOs reported involvement in two or more professional associations, with increased frequency. They also maintained a greater focus on the organization's financial, networking, and advocacy activities and reported on their increased leadership and involvement within professional associations. NPHS CEOs involved in partnerships maintained an increased focus on sources of information and opportunities to benefit the organization. NPHS CEOs were highly involved in information management on their organization's and industry's behalf. This was accomplished through advocacy, public relations, relationship management, and conflict management.;Among the recommendations offered in the dissertation, CEOs are advised to be actively involved in at least two professional associations and engage in committee, board, and executive board opportunities, as they arise. Further research may be conducted to broaden the sample to participants that are not selected based on association membership in order to achieve more generalizable data. This research may also explore the differences or similarities between organizations involved in associations and those that are not. |
