@article{clerkin_varkey_sudweeks_2023, title={Five Nonprofit Leadership Challenges A Proposed Typology of Common Issues that Nonprofit Leaders Face}, volume={13}, ISSN={["2157-0604"]}, DOI={10.18666/JNEL-2022-10802}, abstractNote={Nonprofit leaders face many challenges and would benefit from a typology that helps highlight the core issues organizations experience. The Nonprofit Studies Minor at North Carolina State University identified five nonprofit leadership challenges, through a combination of practitioner experience and academic research, that could serve as a typology. The challenges identified are earning the public trust; aligning mission, methods, and resources; capitalizing on issues associated with diversity; balancing individual interests and the common good; and moving beyond charity to systemic change. This research revisits the academic literature to assess whether these challenges encompass the research agenda of nonprofit and voluntary action academic studies. Using qualitative content analysis, we examined abstracts from three major nonprofit journals from 2005-2017. Results indicate that the five leadership challenges were present in the abstracts of all three journals. Chi-squared analysis showed statistically significant differences in the presence of leadership challenges based on journal, location of the study, and unit of analysis. Validating this typology strengthens the Institute’s efforts and inform research and practice throughout the field.}, number={2}, journal={JOURNAL OF NONPROFIT EDUCATION AND LEADERSHIP}, author={Clerkin, Richard M. and Varkey, Sapna and Sudweeks, Jayce}, year={2023}, pages={31–58} }
 @article{albrecht_varkey_colville_clerkin_2018, title={Perceptions of nonprofits and for-profit social enterprises: Current trends and future implications}, volume={8}, DOI={10.18666/jnel-2018-v8-i3-9134}, abstractNote={Nonprofits and for-profits use the term entrepreneurial to describe the mind-sets, be-haviors, and strategies they employ to achieve organizational goals. Relatively little analysis has been conducted about public perception of the differences between non-profit organizations (NPOs) and for-profit social enterprises (FPSEs) and how these perceptions influence the behavior of potential investors, donors, employees, and vol-unteers. This study explores how Gen Z respondents (those born in the early 1990s) perceive NPOs and FPSEs along multiple dimensions, including values, motivations, and organizational culture. Overall, Gen Z young people perceive NPOs and FPSEs as having distinct orientations to expressive roles (values and social welfare goals) and affiliative roles (inclusive community engagement), but perceive NPOs and FPSEs as more likely to have overlapping approaches to instrumental roles (getting the work done). Our results identify some perceptions that align with a priori assumptions, as well as views that indicate new ideas about the NPO and FPSE sectors. These results have implications for leaders of all types of organizations, but especially for leaders of FPSEs who may seek to assert their expressive and affiliative similarities with their nonprofit peers. Subscribe to JNEL}, number={3}, journal={Journal of Nonprofit Education and Leadership}, author={Albrecht, K. and Varkey, S. and Colville, K. and Clerkin, R.}, year={2018}, pages={254–276} }