Leadership skill development of volunteer leaders for nonprofit organizations
Abstract
The study examined whether individuals who volunteered in leadership roles for nonprofit organizations improved their leadership skills, considering leadership skills to include technical, human, and conceptual skills as first characterized by Katz (1955), and if so, how. A purposive sampling of volunteer leaders located in or near Tippecanoe County, Indiana, completed a questionnaire including an 18-item inventory of leadership skills along with additional items to collect data on access to leadership development resources such as training, mentoring, amount of time served in a leadership role for nonprofit organizations, and other factors. Participants reported that their volunteer leadership experience for nonprofit organizations helped them expand their skills. The study found participants who had access to training within the context of the nonprofit organization averaged significantly higher scores for technical skills than those without training. It also found participants who received mentoring averaged significantly higher scores in overall leadership and conceptual skills than those who did not receive mentoring.
Degree
M.S.
Advisors
Wasburn, Purdue University.
Subject Area
Organizational behavior
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