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Browsing by Subject "Management Capacity"

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    Leadership Turnover and Organizational Effectiveness: A Case Study of a Midwestern Nonprofit Community Health Center.
    (2016-08) Porbeni, Annie
    This research focused on a single case study to identify the impact of leadership turnover on organizational effectiveness at a Midwestern nonprofit community health center. High leadership turnover in any organization, may risk efforts to achieve organizational goals and objectives. Especially in nonprofit community health centers, where this may be even more challenging. In essence, the author concludes that empirical evidence supports the notion that leadership turnover has negative implications for organizational effectiveness. Evidently, that the variables of organizational effectiveness (i.e. management capacity and program delivery) play a role in strength of the relationship between leadership turnover and the effectiveness of the organization. Thus, leadership turnover is perceived to influence program delivery and operations through poor employee morale, job discontent and frustrations and presumable, losses in human and social capital. The research design used in this study was a mixed method research approach, which allowed the researcher to mix methods in research data collections process. The researcher applied structured questionnaires, interviews, and observations during data collection. An initial pilot study was conducted to examination the quality of the questionnaire. The target population comprised of 46 upper and mid-level managers. A fairly high response rate of 77% was obtained using a direct method of data collection. The questionnaire used was structured in a 5 point Likert scale format. The Excel Statistical process was used for statistical analysis of the main responses. The study finding suggests several areas of contention perceived by the management team such as benefit package, poor board and management leadership and poor program implementation as some of the primary reasons for leadership turnover in the Midwestern nonprofit community health center. The findings also imply that high leadership turnover creates an overload of work and responsibilities for present managers. The study finding also showed that leadership turnover is perceived to play a role in poor service delivery and customer service and reflects poorly on the image of the organization. Finally, the study recommendations highlighted that top management make some change as identified from the research, a well-structured benefits and reward package established for the leadership team by top management, a transparent recruitment process that includes the leadership team. Other areas are; a well-established plan for career advancement. A participatory decision making process that includes the leadership team and a trusting environment with open and unbiased communication. The study concludes with direction for future research.