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Description based on: Jan. 1, 1982. ; Mode of access: Internet. ; Vols. for Dec. 1947-1976 issued by: the United States, Congress, Senate, Committee on Government Operations; 1977- by: the United States, Congress, Senate, Committee on Governmental Affairs.

AbstractThis study involving ninety‐two nonprofit executive directors who engaged in separate interorganizational collaborations investigated the relationship between a select number of individual characteristics (personality and demographic) and perceived collaboration outcome (successful or unsuccessful). The collaborator profile that resulted suggests that directors who are predisposed to perceiving their respective collaborations as successful are extravert, feeling males who have high role ambiguity and low role boundary occupational stress. Given the increasing need for nonprofit organizations to collaborate with other organizations, it is important for nonprofit executives and their boards to be cognizant of some key factors that can lead to successful interorganizational collaborations.

The most interesting educational experiment in the world today for the student of comparative administration and business and government is the Administrative Staff College at Henley-on-Thames, England. This College is pioneering the methods which, in any industrialized nation, are needed to restore the flexibility and initiative that must always accompany free enterprise. The College also provides a new approach to leadership training in that enrollees are recruited in fixed proportions from public and private employment by a method that produces balanced management teams among the members (as the "students" are called), and the teaching procedure stresses group work and self-instruction rather than formal lectures.This original venture, headed by Princeton-trained Noel F. Hall, was founded in 1946 and opened in 1948. Already it is being imitated in widely scattered parts of the world. Henley has turned out some 1,300 policy administrators of the average age of 39, all of whom had been tapped for higher responsibilities by their employers—who incidentally foot the bill—before going to Henley for the three months' session. Each session—there are three a year—is limited to 60 members; six of the 60 members may be drawn from overseas and the rest come from private business, the central civil service, local government, the nationalized industries, and banking.

The paradoxical co-existence of business and artistic objectives in creative organizations provides a useful background to explore the conflict dynamics of dual executive leadership. Using a social psychological lens, eight case studies of non-profit performing arts companies in Canada generated two sets of findings that highlight 1) types of conflict dissemination beyond the duo and 2) their co-occurrence with conflict types impacting on the organization's ability to function well. The study also re-confirmed types of conflict as found in the leadership duo.

AbstractMembers of independent humanitarian organizations have less protection, legally speaking, than most of them probably think. Two key features of their work – their neutrality and independence – as well as practical steps they take to implement these principles, actually place them outside much of the protection afforded to either civilians or authorized medical staff. This article examines the international legal protection currently available to independent humanitarian organizations, and considers whether there is scope for improvement of both the content of this framework and respect for the same.

This study examined leadership styles and staff performance in sports organizations. Five hundred and thirty two management staff were purposively selected from five states Sports Councils. The "Management Staff Response Questionnaire" (MSRQ) was administered to measure the level of performance of staff of the councils, identify the leadership styles in operation and the extent to which leadership styles enhanced performance of the staff of the councils. The leadership styles most often used by leaders of the councils were autocratic, democratic and pseudo-democratic. The finding also revealed that, there was a high level of job performance of Sports Councils' staff of South-eastern Nigeria and that leadership styles significantly influenced the job performance of staff. The study concluded that among the several organizational factors which could enhance job performance of Sports Council workers, the style employed by the leader of the Sports Council most of the time play a significant role.

This study examined leadership styles and staff performance in sports organizations. Five hundred and thirty two management staff were purposively selected from five states Sports Councils. The "Management Staff Response Questionnaire" (MSRQ) was administered to measure the level of performance of staff of the councils, identify the leadership styles in operation and the extent to which leadership styles enhanced performance of the staff of the councils. The leadership styles most often used by leaders of the councils were autocratic, democratic and pseudo-democratic. The finding also revealed that, there was a high level of job performance of Sports Councils' staff of South-eastern Nigeria and that leadership styles significantly influenced the job performance of staff. The study concluded that among the several organizational factors which could enhance job performance of Sports Council workers, the style employed by the leader of the Sports Council most of the time play a significant role. Article visualizations: