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Examining How Power Concepts May Aff...

Vang, Yia.

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Examining How Power Concepts May Affect the Leader's Actions and Thoughts for Hmong Nonprofit Organizations.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Examining How Power Concepts May Affect the Leader's Actions and Thoughts for Hmong Nonprofit Organizations./
Author:	Vang, Yia.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2020,
Description:	116 p.
Notes:	Source: Dissertations Abstracts International, Volume: 82-01, Section: A.
Contained By:	Dissertations Abstracts International82-01A.
Subject:	Business administration. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=27999140
ISBN:	9798635214947

Examining How Power Concepts May Affect the Leader's Actions and Thoughts for Hmong Nonprofit Organizations.
Vang, Yia.

Examining How Power Concepts May Affect the Leader's Actions and Thoughts for Hmong Nonprofit Organizations. - Ann Arbor : ProQuest Dissertations & Theses, 2020 - 116 p.

Source: Dissertations Abstracts International, Volume: 82-01, Section: A.

Thesis (D.B.A.)--Northcentral University, 2020.

This item must not be sold to any third party vendors.

The purpose of this research was to observe how power concepts may have affected leaders' actions and decision making for four Hmong nonprofit organizations headquartered in California. Scholars indicated that organizations should limit organizational leaders' discretion and keep leaders in check by developing adequate governance mechanisms to prevent corruption and to prevent giving too much power and authority to individuals in leadership roles. According to the 2016 Nonprofit Sector Leadership Report conducted by Concord Leadership Group, 61% of CEOs in nonprofit organizations do not get evaluated annually by their boards and about 42% nonprofit organizations do not have annual evaluations in place to measure their CEOs and their executive management team on how well they perform at the end of each year. As revealed during the interview sessions, these nonprofit organizations do not have any formal training or any adequate governance mechanisms in place for CEOs and executive directors. Data revealed that 83% of the participants relied heavily on their life/personal experiences learned over time when it comes to managing their executive management team, employees, and the organization. Ten of the 12 volunteer participants (four CEOs and six Executive Directors) shared that they would like to see formal training program and performance evaluation implemented in their organizations. Performance evaluations play an important role in organizations in two ways, (a) making decisions related to employees' bonuses or compensations; and (b) evaluating the effects of cultural values on workplace behaviors. Findings revealed that having proper training and preparation for CEOs and leadership team prior to operating/leading nonprofit organizations would help leaders to identify conflicts and different types of problems before it surfaces when dealing with people and the community at large. There are opportunities for future research to explore similar topic in different geographic areas such as Minnesota and Wisconsin where most of the Hmong nonprofit organizations are emerging to see if organizations in these locations face similar challenges.

ISBN: 9798635214947Subjects--Topical Terms:

3168311
Business administration.
Subjects--Index Terms:

Annual performance evaluation for nonprofit leaders

Examining How Power Concepts May Affect the Leader's Actions and Thoughts for Hmong Nonprofit Organizations.
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520 $a The purpose of this research was to observe how power concepts may have affected leaders' actions and decision making for four Hmong nonprofit organizations headquartered in California. Scholars indicated that organizations should limit organizational leaders' discretion and keep leaders in check by developing adequate governance mechanisms to prevent corruption and to prevent giving too much power and authority to individuals in leadership roles. According to the 2016 Nonprofit Sector Leadership Report conducted by Concord Leadership Group, 61% of CEOs in nonprofit organizations do not get evaluated annually by their boards and about 42% nonprofit organizations do not have annual evaluations in place to measure their CEOs and their executive management team on how well they perform at the end of each year. As revealed during the interview sessions, these nonprofit organizations do not have any formal training or any adequate governance mechanisms in place for CEOs and executive directors. Data revealed that 83% of the participants relied heavily on their life/personal experiences learned over time when it comes to managing their executive management team, employees, and the organization. Ten of the 12 volunteer participants (four CEOs and six Executive Directors) shared that they would like to see formal training program and performance evaluation implemented in their organizations. Performance evaluations play an important role in organizations in two ways, (a) making decisions related to employees' bonuses or compensations; and (b) evaluating the effects of cultural values on workplace behaviors. Findings revealed that having proper training and preparation for CEOs and leadership team prior to operating/leading nonprofit organizations would help leaders to identify conflicts and different types of problems before it surfaces when dealing with people and the community at large. There are opportunities for future research to explore similar topic in different geographic areas such as Minnesota and Wisconsin where most of the Hmong nonprofit organizations are emerging to see if organizations in these locations face similar challenges.
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