Transformational Leaders or Paragon Leaders?

Management Actions/Activities Contributing to Organizational Renewal
Source: Charitable-Philanthropic Organization Self-Renewing Management Research study incorporated rankings from practitioners regarding the relative value of specific management competencies to achieving improved levels of organizational performance (excellence).
Source: Charitable-Philanthropic Organization Self-Renewing Management Research study incorporated rankings from practitioners regarding the relative value of specific management competencies to achieving improved levels of organizational performance (excellence).

The diagram above represents the model illustrating (by aggregated rank) the management actions and/or activities identified by C-PO/NPO practitioners as most contributory (valuable) to them in achieving and sustaining improved levels of organizational performance (excellence). The Charitable-Philanthropic Organization Self-Renewing Management Research study incorporated rankings from practitioners regarding the relative value of specific management competencies, i.e., to better determine from practitioners what worked, and what did not in achieving and sustaining improved organizational performance. These management actions/activities (competencies) were correlated with those identified by national professional organizations/associations and used as the basis for learning objectives in C-PO/NPO graduate seminars.

Next: Professional Credentials Gap for Management Practitioners

Suggested citation:

Connors, T. D. (2019). Transformational leaders or paragon leaders? In Transformational organizations: NPO crossroads. Retrieved from BelleAire Press, LLC: http://www.npocrossroads.com/management/transformational-leaders-or-paragon-leaders/

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