Teaching Spatial Data Analysis: A Case Study with Recommendations

Duncan J. Mayer and Robert L. Fischer, Mandel School
Dr. Robert L. Fischer

Dr. Robert L. Fischer
Grace Longwell Coyle Professor in Civil Society
Jack, Joseph, & Morton Mandel School of Applied Social Sciences
Director, Center on Urban Poverty and Community Development
Case Western Reserve University

Dr. Duncan Mayer

Dr. Duncan J. Mayer
Social Scientist and Statistician

Teaching Spatial Data Analysis: A Case Study with Recommendations
Nonprofit Policy Forum, Volume 15, Issue 1 (2024)

Learning from data is a valuable skill for nonprofit professionals and researchers. Often, data have a spatial component, and data relevant to the nonprofit sector are no exception. Understanding spatial aspects of the nonprofit sector may provide immense value to social entrepreneurs, funders, and policy makers, by guiding programmatic decisions, facilitating resource allocation, and development policy. As a result, spatial thinking has become an essential component of critical thinking and decision making among nonprofit professionals. The goal of this case study is to support and encourage instruction of spatial data analysis and spatial thinking in nonprofit studies. The case study presents a local nonprofit data set, along with open data and code, to assist the instructors teaching spatial aspects of the nonprofit sector. Pedagogical approaches are discussed.

Robert L. Fischer joined the Mandel School in 2001 as a senior research associate, became an associate professor in the tenure track in 2017, tenured in 2020, and full professor in 2024. He has authored more than 60 peer-reviewed publications and generated more than $15 million in extramural grant funding as principal or co-principal investigator. Dr. Fischer has served as director of the MNO program since 2012 and teaches two courses in the program. He is the lead full-time faculty member teaching in the MNO degree program, and led the work to it being in the inaugural cohort of accredited nonprofit masters programs in 2019.

Additionally, Dr. Fischer served as co-director of the Center on Poverty and Community Development since 2005 and as director since 2022. He has also been an active member of the school’s steering committee, curriculum committee, budget committee, library committee and has served as chair of a standing committee on the faculty senate. He currently serves on the board of trustees of both the St. Lukes Foundation and the Woodruff Foundation in Cleveland. Dr. Fischer has been a generous institution-builder at the Mandel School and CWRU and a frequent contributor to the academy.

Dr. Duncan Mayer earned his Ph.D. in social welfare from the Mandel School in 2023. His dissertation is entitled, “Essays on Community-Organization Dynamics,” and Rob Fischer served as his dissertation chair.

By |2024-06-17T16:20:33-04:00June 17th, 2024|NACC Member Research|

“The Interview Inspired, Shocked, and Moved Me:” Philanthropic Informational Interviews as a Pandemic Alternative to Service-Learning

Dr. Genevieve Shaker

Dr. Genevieve Shaker
Donald A. Campbell Chair in Fundraising Leadership
Indiana University Lilly Family School of Philanthropy

Dr. Meng-Han Ho

Dr. Meng-Han Ho
Assistant Professor of Business Administration
National Central University, Taiwan

Dr. Chen Ji

Dr. Chen Ji
Assistant Professor of Nonprofit Administration
Louisiana State University Shreveport

“The Interview Inspired, Shocked, and Moved Me:” Philanthropic Informational Interviews as a Pandemic Alternative to Service-Learning
Genevieve G. Shaker; Meng-Han Ho; Chen Ji
Journal of Nonprofit Education & Leadership, Vol 14, Issue 1

The COVID-19 pandemic upended college classrooms, challenging instructors to deliver classes differently while still seeking to achieve pre-planned goals. Service-learning instructors faced a quandary: discontinuing activities could compromise course integrity, but requiring service was impossible, impractical, or inappropriate. Creative solutions were needed. This study explored the learning outcomes from a replacement activity, the philanthropic informational interview, in a philanthropy general education class and asked whether it could generate outcomes similar to service-learning. Data were drawn from student reflections (n = 145) from nine online course sections between spring 2020 and summer 2021. Thematic analysis identified eight learning outcomes: engaging with social issues, nonprofit solutions to social issues, insights into nonprofits’ innerworkings, philanthropy as everyone’s responsibility, enhanced empathetic understanding, value-driven career inspiration, developing interview skills, and building career capacities. These outcomes align with research about service-learning and suggest that the philanthropic informational interview can be a meaningful alternative to service-learning in some situations.

Genevieve G. Shaker, PhD, is the Donald A. Campbell Chair in Fundraising Leadership and professor of philanthropic studies at the Indiana University Lilly Family School of Philanthropy. Professor Shaker’s research focuses on fundraising and fundraisers, philanthropy education, and higher education advancement. Emerging research interests include the roles and practices of fundraisers around the world. She is the lead editor of the fifth edition of Achieving Excellence in Fundraising (2022), a key educational resource for the field.

Meng-Han Ho, PhD, is an assistant professor in the Department of Business Administration and an associate director at the Asian Institute for Impact Measurement and Management at National Central University, Taiwan. She received her Ph.D. from Indiana University Lilly Family School of Philanthropy. Her research focuses on social enterprises, social innovation, nonprofit management, and management education.

Chen Ji, PhD, is an assistant professor at the Louisiana State University in Shreveport. Her primary research focuses are nonprofit management and philanthropy. Her research encompasses various areas including social entrepreneurship, strategic management, and nonprofit financial sustainability.

By |2024-06-19T12:38:04-04:00June 17th, 2024|NACC Member Research|

Endowment Funded Experiential Learning: Facilitating Student Engagement

Elise Lael Kieffer, Murray State University
Elise Lael Kieffer, Murray State University

Elise Lael Kieffer, Ph.D.
Program Director and Assistant Professor
Nonprofit Leadership Studies,
Organizational Communication and Leadership

Murray State University

Endowment Funded Experiential Learning: Facilitating Student Engagement
Journal of Nonprofit Innovation: Vol. 4: Issue 1, Article 4 (2024)

This article provides background information on the establishment of an endowment that serves specifically to provide experiential learning opportunities for students in and around the university. This case study may serve as a guide for higher education programs in the nonprofit discipline to promote both active philanthropy and learning for students.

This article provides an examination of student reflections following their participation in an endowment funded experiential learning opportunity with a hope of promoting this teaching method in other nonprofit and philanthropic educational programs. The results of this analysis assist in the development of greater understanding into how the experiential learning component affected student reflections from their time in NLS 305. Additionally, analysis reveals how students understood and interpreted the real-world impact of their grantmaking experience, in comparison to traditional classroom practice exercises.

Dr. Kieffer’s first love was musical theatre. She earned a Bachelor of Fine Arts from Jacksonville University (Florida). After graduation, she began a successful career as a performing artist on the East Coast and Midwest. She left performance to return to school for her Master’s in Public Administration and Nonprofit Management from Tennessee State University. After earning that degree she moved to New York and worked for an international humanitarian aid organization, specializing in fundraising. While her primary assignment was growing the base of individual donors, she is also remembered for the dramatic growth in funding coming from foundations and corporations under her leadership.

The next chapter in her nonprofit sector journey combined her passion for the arts with her growing commitment to strengthening community engagement and building sustainable organizations. She moved to rural Cumberland County, Kentucky, at the foothills of the Appalachian Mountains to found the Burkesville Academy of Fine Arts (BAFA). This interdisciplinary arts education organization offering year-round arts education and performance opportunities for children was launched in rural South- Central Kentucky. BAFA found strong support through local youth serving organizations such as 4-H and the public schools, becoming an integrated part of youth development across the region.

With a long-time aspiration to play a role in the development of leadership and management capacity for those serving the community, in 2017 her family relocated to Tallahassee, Florida, for Dr. Kieffer to pursue her PhD at Florida State University. While studying arts administration, with a focus on nonprofit leadership and management, she focused her research on strengthening rural nonprofit arts organizations. During her academic journey, she has pursued scholarship and engaged in teaching across the leadership and management curriculum. Among her many professional awards, it is worth noting that she was recognized with the Emerging Scholar Award at the International Society on the Arts in Society in 2019, 2020, and 2021. In addition, she received the Emerging Scholars Award at the International Conference on Diversity in Organizations, Communities, and Nations in 2021.

Upon receiving her Ph.D., Dr. Kieffer joined Murray State University as Program Director and Assistant Professor of Nonprofit Leadership Studies and Director of the Murray State Nonprofit Resource Center. Her textbook “Rural Arts Management,” will be released by Routledge in July.

By |2024-06-17T16:20:58-04:00June 17th, 2024|NACC Member Research|

Individual and Interlinked SDGs: Higher Education Institutions and Metro Area Sustainability Performance

Ha B. Vien and Christopher S. Galik
Ha B. Vien

Ha B. Vien, MPA
Instructor of Record
Research Fellow @ Earth System Governance
PhD Student in Public Administration (2022-2026)
School of Public and International Affairs
North Carolina State University

Christopher S. Galik, PhD

Christopher S. Galik, PhD
Professor and Director
Sustainable Futures Initiative
Department of Public Administration
School of Public and International Affairs
North Carolina State University

Individual and Interlinked SDGs: Higher Education Institutions and Metro Area Sustainability Performance

International Journal of Sustainability in Higher Education, 2024

Recent scholarship has explored the role of higher education institutions (HEIs) in transitioning to a sustainable society, yet empirical questions remain regarding their impact on the sustainability of surrounding areas. This study aims to examine the correlation between HEIs’ sustainability actions and local sustainability performance. Using a linear regression model and principal component analysis, this research investigates the sustainability performance of 105 US metropolitan statistical areas (MSAs) utilizing the US cities sustainable development goal (SDG) index, which includes 427 HEIs known for their sustainability efforts. The HEI sustainability performance score is calculated based on the QS sustainability universities ranking.

The findings reveal a mix of positive and negative associations between MSA and HEI sustainability performance, with individual and interlinked SDGs serving as proxies. These correlations encompass a wide range of goals, from economic aspects of SDGs 1 (No poverty), 2 (Zero hunger), 3 (Good health and well-being), 7 (Affordable and clean energy), and 9 (Industry, Innovation and Infrastructure) to social aspects of SDGs 10 (Reduced inequalities) and 16 (Peace, justice and strong institutions), and socio-environmental aspects of SDG 12 (Responsible consumption and production). The results suggest that while HEIs are associated with some aspects of community sustainability, there is potential for greater contributions across a broader array of sustainability measures.

The study highlights the need for further exploration to identify the causal mechanisms behind the associations between SDG measures and HEI sustainability performance, whether influenced by the institution, the individual, or both. Practically, this research indicates that HEIs could enhance their impact on community sustainability by expanding their contributions to a wider range of sustainability goals. Socially, the study underscores the connection between HEI sustainability actions and the attainment of societal goals, particularly in relation to SDGs 10 (Reduced inequalities), 12 (Responsible consumption and production), and 16 (Peace, justice, and strong institutions).

To the best of the authors’ knowledge, this study is the first to examine the correlation between HEI and MSA sustainability performance in the US through individual and interlinked SDG proxies. It provides novel empirical evidence demonstrating an association between HEIs and various aspects of community sustainability performance, contributing valuable insights to the ongoing discourse on sustainability in higher education and urban development.

Ha Vien is a Ph.D. student in the Department of Public Administration at North Carolina State University, US. She is currently a research fellow at Earth System Governance project. She holds an MPA from the O’Neill School of Public and Environmental Affairs at Indiana University Bloomington, US. Her research interests include public administration and public policy, sustainability, SDGs, environmental/ energy policy, and environmental justice. More information can be found on her website at https://sites.google.com/view/havien or email at bvien@ncsu.edu.

Christopher Galik is a professor in the Department of Public Administration at North Carolina State University and Director of the University-wide Sustainable Futures Initiative. Galik joined NC State in August 2016 as a Chancellor’s Faculty Excellence Program cluster hire in Sustainable Energy Systems and Policy (SESP), and works to better understand the formal and informal institutions governing complex and emerging energy and environmental problems. He brings an interdisciplinary perspective to his work, leveraging expertise in institutional theory, economics, and the natural sciences to address energy and environmental management and policy challenges. Recent research includes an evaluation of institutional stability in environmental governance, the influence of historical transitions on the adoption of sustainable practices at the local level, and the contribution of voluntary actions to climate change mitigation objectives.

By |2024-05-21T10:26:09-04:00May 20th, 2024|NACC Member Research|

Sector Theorists Should Consider How Social Values Determine Unmet Needs

Ruth K. Hansen and Gregory R. Witkowski
Dr. Ruth K. Hansen

Dr. Ruth K. Hansen
Assistant Professor, Nonprofit Management
Director, Institute for Nonprofit Management Studies
College of Business and Economics
University of Wisconsin-Whitewater

Gregory. R. Witkowski

Dr. Gregory. R. Witkowski
Senior Lecturer on Nonprofit Management, Columbia University
Affiliate Faculty, National Center for Disaster Preparedness
Book Series Editor of Georgetown University Press “Philanthropy, Nonprofits, and Nongovernmental Organizations” Series

Sector Theorists Should Consider How Social Values Determine Unmet Needs

Reimagining Nonprofits: Sector Theory in the Twenty-First Century
Cambridge University Press, 2024

“Sector Theorists Should Consider How Social Values Determine Unmet Needs” is a book chapter in the volume, Reimagining Nonprofits: Sector Theory in the Twenty-First Century, published by Cambridge University Press in 2024. In this chapter, the authors explore how sociopolitical power manifests itself through for-profit, nonprofit, and public sector practices and policies. They write:

While there are differences between the sectors, socially constructed preferences and sociopolitical power supersede these differences, foregrounding the needs of people with economic, political, and social power and repeatedly leaving others’ needs unmet. Drawing on postcolonial theory, we argue that the dominant explanatory framework for the interaction of the market, government, and nonprofit sectors—Three Failures Theory—works best for those needs that society recognizes as important. The theory is often understood as explaining the provision of goods across society, but only illustrates how certain needs are met. On its own, it unconsciously reflects and reinforces the social constructions that deem the demands of some people as important and of others as irrelevant (e.g., Schneider & Ingram, 1990, 1993).

We take issue with the notion of “needs” that are taken for granted in Three Failures Theory. All needs are not the same, and some needs are recognized while others remain hidden. Gaps in provision are neither evenly spread nor random but correlate with societal values. In essence, groups who are “on the margins” of society are often ignored or exploited because of culturally ascribed characteristics. For the nonprofit sector, these groups represent a challenge and opportunity to show societal leadership and to engage with these needs.

In this chapter, we draw on both critical theory and social science to develop the Cross-Sectoral Bias Theory to understand which needs are likely to be met and which are likely to be excluded. We see Cross-Sectoral Bias Theory as an important supplement to the Three Failures Theory by explaining why some societal needs remain unmet. Social systems and perceptions, defined by those with power, affect the behavior of decision makers in all sectors, resulting in differing access to goods and services. By bringing critical theory into dialogue with the BIAS framework and Three Failures Theory, our interdisciplinary Cross-Sectorial Bias Theory offers a refined lens for understanding of how the three sectors define whose needs are met, and how.

Ruth K. Hansen, PhD, is an assistant professor at the University of Wisconsin-Whitewater’s College of Business and Economics, and director of the Institute for Nonprofit Management Studies. She teaches classes in nonprofit organizations, fundraising, organizational behavior, and research methods. Her research focuses on the theory and practice of fundraising, and equity and inclusion in resource mobilization. Dr. Hansen has more than 20 years’ professional experience as a fundraiser, and is a former board member of AFP-Chicago. Recent publications include “Applying a stakeholder management approach to ethics in charitable fundraising,” published in the Journal of Philanthropy and Marketing and “Gary Neighborhood House: Managing mission and uncertainty in the Civil Rights era,” in the edited volume Hoosier Philanthropy. She contributed the chapter “Theory in Fundraising,” to the new edition of Achieving Excellence in Fundraising, which was featured on Bill Stanczykiewicz’s First Day Podcast from The Fundraising School. Her research with Dr. Lauren Dula on fundraising appeal letters, supported by the AFP Foundation, is the subject of a recent article in Advancing Philanthropy.

Gregory R. Witkowski is a senior lecturer of nonprofit management and affiliate faculty at the National Center for Disaster Preparedness. He is the series editor of the Georgetown University Press Series “Philanthropy, Nonprofit and Nongovernmental Organizations,” which publishes books for scholars and practitioners. Witkowski has authored or edited three books: The Campaign State, German Philanthropy in Transatlantic Perspective, and Hoosier Philanthropy. He has also contributed additional chapters to prominent edited volumes and articles published in scholarly journals. His research focuses on both local interactions where the majority of philanthropic gifts go and on transnational giving, which add the complication of cross-cultural exchange. The Social Science Research Council, American Historical Association, German Academic Exchange, Alexander von Humboldt Foundation, the New York Public Library, Rockefeller Archive Center, and Columbia University have all supported Witkowski through grants.

By |2024-05-21T17:39:24-04:00May 20th, 2024|NACC Member Research|

How to Activate Nonprofit Beneficiaries for Community Resilience?

Dr. William A. Brown, The Bush School, Texas A&M University
Dr. William Brown

Dr. William A. Brown
Professor and Director
Center for Nonprofits and Philanthropy
Holder of the Mary Julia & George Jordan Professorship
The Bush School of Government & Public Service
Texas A&M University

How to Activate Nonprofit Beneficiaries for Community Resilience? Examining the Role of Risk Perception and Evaluation of Nonprofit Services on Prosocial Behavior in the Context of Natural Hazards

Hyunseok Hwang, R. Patrick Bixler, William A. Brown, and Arnold Vedlitz
Sociological Spectrum
, Volume 44, 2024 – Issue 1

Nonprofit organizations serve an essential role in response to natural hazards by delivering services to affected communities and those in need. However, little is known about the drivers of nonprofit-resident engagement during and aftermath of emergencies. Utilizing survey data collected in Austin, Texas, the authors address this gap by analyzing how beneficiaries of nonprofit services become donors and/or volunteers. Specifically, this study empirically analyzes how risk awareness and perceived nonprofit responsiveness and satisfaction (i.e., evaluation of services) influence beneficiaries’ donation and volunteering during and after natural hazards. This relationship between risk awareness, evaluation of nonprofit services, and prosocial behaviors is understudied but extremely salient in the context of the expanding role of nonprofits on the frontlines of increasing frequency and duration of extreme weather events. The results indicate that the mediating role of citizens’ evaluation of nonprofit services in the relationship between risk awareness and prosocial behavior is evident, despite the lack of significant direct effects of risk awareness on prosocial behavior.

This study offers new perspectives to understanding the co-production of nonprofit services and mobilizing community resources to prepare, respond, and recover from climate impacts and informs ongoing conversations in urban sociology and the sociology of disaster.

William A. Brown is a professor at the Bush School of Government & Public Service at Texas A&M University and holds the Mary Julia and George Jordan Professorship. He serves as the Director of the Center for Nonprofits and Philanthropy. He teaches Nonprofit Management, Social Innovation and Entrepreneurship, Human Resource Management, and Capstone courses. He received a Bachelor of Science Degree in Education from Northeastern University with a concentration in Human Services. He earned his Master’s and Doctorate in Organizational Psychology from Claremont Graduate University. He has worked with numerous organizations in the direct provision of services, consulting, and board governance. He served on the board of the Association for Research on Nonprofit Organizations and Voluntary Action (ARNOVA) from 2007-2012 and chaired the Education Committee from 2009-2011. His research focuses on nonprofit governance, strategy, and organizational effectiveness. He has authored numerous research articles, technical reports, and several practice-oriented publications. Examples of his work include exploring the association between board and organizational performance and developing the concept of mission attachment. Publication outlets include Nonprofit and Voluntary Sector Quarterly, Nonprofit Management & Leadership, International Journal of Volunteer Administration, and Public Performance and Management Review. He has completed an edited volume entitled Nonprofit Governance: Innovative Perspectives and Approaches (Routledge, July 2013) with Chris Cornforth. A textbook entitled Strategic Management in Nonprofit Organizations was published in March 2014 (Jones & Bartlett).

By |2024-05-21T10:23:34-04:00May 20th, 2024|NACC Member Research|

Pursuing Impact: Mission-Driven Strategic Planning for Nonprofits

Dr. Alicia M. Schatteman, Northern Illinois University
Alicia M. Schatteman, PhD

Alicia M. Schatteman, PhD
Vice Provost for Academic Affairs
Associate Professor
Department of Public Administration
School of Public and Global Affairs
Northern Illinois University

Pursuing Impact: Mission-Driven Strategic Planning for Nonprofits

Johns Hopkins University Press, 2024

In Pursuing Impact, published by Johns Hopkins University Press (2024), scholar and former nonprofit executive director Alicia Schatteman shares her unique experience and expertise to help organizations navigate the complexities of strategic planning effectively. Going beyond the typical step-by-step manuals, Schatteman addresses the nuances that nonprofit leaders face during the planning and implementation stages and emphasizes the cyclical nature of planning while acknowledging the need for flexibility and adaptability.

Tailored to small and medium-sized nonprofits, this guide recognizes the challenges they may encounter with limited capacity and resources. Schatteman’s comprehensive six-stage strategic planning cycle offers practical insights and strategies to guide nonprofit leaders from readiness to implementation. Drawing on her academic background and real-world experience, Schatteman presents a blend of research and practical application to take nonprofit leaders through the process of identifying stakeholders, gathering data, involving the board, putting a plan together, and allocating resources. Through relatable stories and lessons learned from various nonprofits, she demystifies the process and empowers leaders to create strategic plans with impact.

Pursuing Impact helps nonprofit leaders transform their organization’s future by providing the tools, insights, and resources to drive meaningful change, align mission and vision, and achieve their goals.

Alicia Schatteman is the Vice Provost for Academic Affairs and an associate professor in the Department of Public Administration. She received her PhD in public administration from Rutgers University-Newark and a master’s degree in communications management from Syracuse University. She also consults and conducts research in nonprofit strategic planning and performance measurement. Prior to returning to school for her PhD, she worked for ten years in the public and nonprofit sectors as a communications specialist and then an executive director.

Her areas of expertise include nonprofit management, public administration, performance management, public communications, and citizen participation and electronic government.

By |2024-04-16T08:54:56-04:00April 15th, 2024|NACC Member Research|

Sustainability Leadership: Theories, Paradigms, and Practices for Emerging Value-Leaders

Dr. Marco Tavanti, University of San Francisco
Dr. Marco Tavanti, University of San Francisco

Dr. Marco Tavanti
Professor of Leadership
MNA Program Director

School of Management
University of San Francisco

Sustainability Leadership: Theories, Paradigms, and Practices for Emerging Value-Leaders

Planet Healing Press, 2024

Sustainability Leadership presents an essential blueprint for businesses aligning economic success with environmental and social responsibility. This insightful book bridges theoretical concepts with practical applications, emphasizing the need for a holistic approach to global social responsibility, eco-environmental circularity, and prosperity and well-being. It delves into the heart of sustainable leadership, advocating for a balance of ethical practices, environmental consciousness, and social justice. Real-world examples illustrate the urgency for leaders to adopt a systemic thinking mindset, driving transformative change toward a sustainable, equitable future. This book is a call to action for leaders who forge a path where profit, people, and the planet coexist harmoniously.

Dr. Marco Tavanti is a sustainability and leadership international scholar whose experience stretches over 30 years and whose work has taken him to more than 18 countries in Europe, East Africa, Southeast Asia, and Latin America. Dr. Tavanti’s teaching in sustainable development, leadership ethics, intercultural diversity, and NGO management is grounded in Jesuit values and his scholarship is an embodiment of the University’s mission to be of service to humankind.

Dr. Tavanti is a systems thinker whose scholarship aims at providing practical and integrated solutions to issues in international development and poverty reduction. His research methods are participatory in nature and directed at building international capacity in leaders, organizations, and institutions. Through his teaching he inspires globally engaged leaders while building professional capacity through international managerial skills across sectors.

He is President of the Sustainable Capacity International Institute (SCII-ONLUS) and CEO of its subsidiary SDG.services. He is co-founder of the World Engagement Institute (WEI), an international organization providing capacity development services for sustainable human security. He designed and directed various professional training programs on sustainable community development, indigenous human rights, anti-human trafficking and refugee service management. He has been consulting and collaborating with United Nations agencies such as the Development Programme (UNDP), the Global Compact (UNGC), the Refugee Agency (UNHCR) and the Food and Agricultural Organization (FAO). Through his engagement with the UN Global Compact he contributed to the development of the Principles of Responsible Management Education (PRME) and the UN Sustainable Development Goals (SDGs).

By |2024-04-15T09:28:11-04:00April 15th, 2024|NACC Member Research|

Gender Identity, Inter-Team Competition, and Leader Self-Efficacy Developmental Trajectories in a Multi-Institutional Leader Development Program

Ronald Mickler, Jr., John Carroll University

Ronald Mickler, Jr., Ed.D.
Assistant Dean-Accreditation & Strategic Initiatives
Boler College of Business
John Carroll University

Gender Identity, Inter-Team Competition, and Leader Self-Efficacy Developmental Trajectories in a Multi-Institutional Leader Development Program

David Michael Rosch, Lisa Kuron, Robert Reimer, Ronald Mickler, Daniel Jenkins

Journal of Leadership Education, April 2024

This study examines the evolution of leader self-efficacy among collegiate participants engaged in the multi-institutional Collegiate Leadership Competition, a unique pedagogical framework that incorporates inter-team challenges. Over three years, data was collected to explore whether gender identity influences the developmental trajectories of leader self-efficacy. The findings reveal that women participants consistently began their competition experience with higher levels of self-efficacy compared to their male counterparts. Throughout the competition and several months following its conclusion, both groups exhibited sustained moderate growth in self-efficacy, yet the initial disparity between genders remained unchanged. This persistence of the gender gap underscores the complex dynamics of leader development in competitive academic environments and offers crucial insights for leadership educators aiming to refine program effectiveness and inclusivity.

The research contributes significantly to the nascent body of literature on leadership education efficacy, particularly within settings that simulate real-world competitive dynamics. By maintaining a focus on inter-team competition, the study not only aligns with contemporary educational best practices—including experiential learning and student-centered pedagogies—but also provides a detailed assessment of how such approaches can be optimized to support diverse leader identity development. The results suggest that while competitive formats like those used in the Collegiate Leadership Competition foster leader self-efficacy across genders, they do not necessarily mitigate pre-existing efficacy disparities. These insights are invaluable for leadership educators who are tasked with designing programs that not only enhance leadership skills but also address gender-based perceptions in leader efficacy.

By |2024-04-15T11:51:27-04:00April 15th, 2024|NACC Member Research|

Fighting for Survival: Analyzing Strategic Trends in Arts Advocacy

Researchers from the University of Texas at Arlington
Trevor Meagher

Trevor Meagher, MPA
PhD Student
College of Architecture, Planning, and Public Affairs
University of Texas at Arlington

Dr. Karabi C. Bezboruah

Karabi C. Bezboruah, PhD
Professor, Public Affairs and Planning
The University of Texas at Arlington

Jiwon Suh, PhD

Jiwon Suh, PhD
Assistant Professor, Public Affairs and Planning
University of Texas at Arlington

Fighting for Survival: Analyzing Strategic Trends in Arts Advocacy

Trevor Meagher, Karabi Bezboruah, Jiwon Suh

Journal of Philanthropy and Marketing, Volume 29, Issue 1, February 2024

American arts organizations are locked in a continuous fight for their survival as a result of their demanding operational contexts. Virtually every arts organization engages in some form of formal or informal advocacy in order to raise public awareness and secure financial support or political goodwill. While there are almost as many different advocacy strategies as there are arts organizations, studies that trace changes in strategic employment over time are rare, as advocates are typically focused on present issues and the immediate future. This research seeks to address this knowledge gap. Through a systematic review of over 260 scholarly sources, editorials, blogs, think pieces, and miscellaneous other pro-arts arguments, this article identifies five main arguments for supporting the arts that have been commonly used by arts advocates since the inception of the National Endowment for the Arts. This article presents a theoretical typology that is useful for understanding these arguments and the thematic connections between them. It concludes with a discussion of general trends towards strategic isomorphism and research sophistication among these strategies, then offers avenues for future research that may assist arts advocates with evaluating strategies’ success so as to improve their future effectiveness.

Trevor Meagher, MPA, is a PhD student in the College of Architecture, Planning, and Public Affairs at the University of Texas at Arlington. His research interests explore the role of arts organizations in modern society, the nonprofit sector, the cultural economy, creative placemaking, urban identity, cross-sector collaboration, universities, and organizational strategies for achieving local institutionalization. Trevor regularly presents his research at the Association for Research on Nonprofit Organizations and Voluntary Action annual conference, and his work is published in the Journal of Philanthropy and Marketing. He holds an undergraduate degree in Music Performance with minors in Arts Management and Arts Administration, as well as a Master of Public Administration with a focus in Urban Nonprofit Management.

Karabi Bezboruah, PhD, is a Professor in the Department of Public Affairs and Planning at the College of Architecture, Planning and Public Affairs (CAPPA) at the University of Texas at Arlington.Dr. Bezboruah also serves as the director of the two doctoral programs in CAPPA. These are the Public Administration & Public Policy (PAPP), and Urban Planning and Public Policy (UPPP).

Dr. Bezboruah teaches administration and policy courses in the Department of Public Affairs. She teaches the core courses in the Nonprofit Management specialization track and facilitates the graduate Certificate in Urban Nonprofit Management. She applies service-learning pedagogy in her courses, and has worked with community organizations, nonprofits, and local government agencies.

Dr. Bezboruah’s research includes cross sector collaboration, nonprofit management and leadership, strategic management, community development, cross-sector comparisons, NGOs – organizational role, gender role, leadership role & NGO effectiveness. Her work is in the intersection between public policies and organizational behavior, and she frequently collaborates with other disciplines to conduct research on policy issues surrounding health, housing and the environment.

Jiwon Suh, PhD, is an Assistant Professor of Public Affairs and Planning at the University of Texas at Arlington. Her research focuses on organizational behavior, performance and accountability, and communication and marketing in the public and nonprofit sectors. She has published articles in several journals including Public Administration Review, Review of Public Personnel Administration, Nonprofit Management & Leadership, Journal of Nonprofit & Public Sector Marketing, and Journal of Philanthropy and Marketing.

By |2024-03-20T14:50:57-04:00March 20th, 2024|NACC Member Research|
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