Abstract
This article underscores the distinction between management and change, with change being a primary task of nonprofit leaders. It delves into the literature, both research and theory, on organizational change and its implications for leading a nonprofit organization. The implications discussed include how ideology can either inhibit or foster change. By highlighting the pivotal role of nonprofit leaders in promoting change, we aim to draw meaningful connections between self-awareness, ideology, and organizational action.
Recommended Citation
Collins, Christopher S. and Schaffer, Regan Harwell
(2025)
"Mapping Ideology, Nonprofit Leadership, and Organizational Change,"
Journal of Ideology: Vol. 43:
No.
1, Article 5.
Available at:
https://scholarcommons.sc.edu/ji/vol43/iss1/5
Included in
Business Administration, Management, and Operations Commons, Social and Behavioral Sciences Commons
