The Relationship Between Toxic Leadership, Organizational Citizenship, and Turnover Behaviors Among San Diego Nonprofit Paid Staff

Toxic leadership is associated with a number of negative consequences to the long-term health and welfare of people in organizations. Destructive leader styles redirect employee efforts from mission accomplishment to self-protection and survival behaviors, undermining the organization. Increased demand and decreased funding are characteristic of the nonprofit sector. Therefore, successful nonprofit organizations tend to rely on creativity and innovation to ensure their communities are appropriately and sufficiently sustained. Supportive, not toxic, leadership helps foster organizational environments that encourage prudent risk-taking and innovation. This concurrent mixed methods study explored the relationship between toxic leadership and organizational citizenship and turnover behaviors among 471 survey respondents from a sample of San Diego nonprofit paid staff, and considered the influence commitment has on those relationships. An open ended question for those who reported experiencing toxic leadership provided additional context and depth as to why employees stayed in an organization in spite of abusive supervision. The findings of the study are of interest to leaders and managers of nonprofit organizations to develop policies and training processes as they strive to recruit, retain and develop talented employees. Toxic supervision was found to exist in San Diego nonprofit organizations. However, its effect on organizational citizenship (OCB) and turnover behaviors was inconclusive, as was the influencing effect of commitment, in this study. However, both commitment and OCB-like ideas emerged as stated reasons that participants did not leave the organization, as did career, resilience and opportunity concepts. These identified variables suggest complex relationships that act in concert to influence staff retention indicating possible important opportunities for future research

Interview with Melanie Springer

The interview discusses the classroom setting of the Alternative Center and how it differs from a typical high school with Melanie Springer, a teacher at the Center.https://digital.kenyon.edu/ae_interviews/1019/thumbnail.jp

2010 A Spotlight on San Diego\u27s Third Sector

What is the economic impact of San Diego\u27s nonprofit sector and what role does it play in the region\u27s larger economy? How is San Diego\u27s nonprofit sector unique? How confident are people in San Diego\u27s nonprofit organizations? Read our latest report on the state of San Diego\u27s nonprofit sector.https://digital.sandiego.edu/npi-stateofnp/1007/thumbnail.jp

A Snapshot of Escondido's Nonprofit Sector

Researchers explored Escondido's nonprofit landscape with community leaders in June 2009. Questions to be addressed:- What does the San Diego nonprofit sector look like?- How does the Escondido nonprofit sector compare to SD County?- What are the needs in Escondido?- How is the current economic climate impacting nonprofit organizations?This work was produced by The Caster Family Center for Nonprofit Research which is housed in the Institute for Nonprofit Education and Research

2008 The Grantmaking Report: Foundation and Corporate Giving in the San Diego Region

This study focused on philanthropic organizations that are engaged in organized grantmaking in San Diego County. The bulk of the organizations studied are classified as private foundations; data that describe other important grantmaking organizations—i.e., San Diego’s community foundations, selected corporate giving programs, and the United Way of San Diego—also were analyzed.https://digital.sandiego.edu/npi-foundations/1001/thumbnail.jp

Policy Recommendations for Meeting the Grand Challenge to Harness Technology for Social Good

This brief was created forSocial Innovation for America’s Renewal, a policy conference organized by the Center for Social Development in collaboration with the American Academy of Social Work & Social Welfare, which is leading theGrand Challenges for Social Work initiative to champion social progress. The conference site includes links to speeches, presentations, and a full list of the policy briefs

The Relationship Between Toxic Leadership, Organizational Citizenship, and Turnover Behaviors Among San Diego Nonprofit Paid Staff

Toxic leadership is associated with a number of negative consequences to the long-term health and welfare of people in organizations. Destructive leader styles redirect employee efforts from mission accomplishment to self-protection and survival behaviors, undermining the organization. Increased demand and decreased funding are characteristic of the nonprofit sector. Therefore, successful nonprofit organizations tend to rely on creativity and innovation to ensure their communities are appropriately and sufficiently sustained. Supportive, not toxic, leadership helps foster organizational environments that encourage prudent risk-taking and innovation. This concurrent mixed methods study explored the relationship between toxic leadership and organizational citizenship and turnover behaviors among 471 survey respondents from a sample of San Diego nonprofit paid staff, and considered the influence commitment has on those relationships. An open ended question for those who reported experiencing toxic leadership provided additional context and depth as to why employees stayed in an organization in spite of abusive supervision. The findings of the study are of interest to leaders and managers of nonprofit organizations to develop policies and training processes as they strive to recruit, retain and develop talented employees. Toxic supervision was found to exist in San Diego nonprofit organizations. However, its effect on organizational citizenship (OCB) and turnover behaviors was inconclusive, as was the influencing effect of commitment, in this study. However, both commitment and OCB-like ideas emerged as stated reasons that participants did not leave the organization, as did career, resilience and opportunity concepts. These identified variables suggest complex relationships that act in concert to influence staff retention indicating possible important opportunities for future research

Adult learning and naval leadership training

Adult learning embraces andragogy, constructivism, Transformative Learning Theory, praxis, and the understanding that not all adults are prepared initially for complete learning autonomy. The concept of andragogy can be traced to the Nineteenth Century, and the volume of follow-on research has reinforced the basic tenants of adult learning. It is, therefore, valid to expect that adherence to adult learning will indicate one measure of the effectiveness of curricula that target adults. This thesis, therefore, analyzes the Center for Naval Leadership Facilitator Training course and the Center for Naval Leadership Learning Site, Coronado Advanced Officer Leadership Training Course curricula for adherence to the adult learning model. The curricula follow adult learning practices to a great extent within the parameters of the military environment and limited resources.http://archive.org/details/adultlearningndn109451575Commander, United States NavyApproved for public release; distribution is unlimited

The shield from the Mile Chariot Burial

This chapter publishes an iconic Celtic artefact which is arguably the most significant find from this major developer funded project. It includes the analysis of its material composition and construction, including photogrammetric recording and illustration, with a major study of the Celtic art design, highlighting its national and international affinities. It has been singled out as a highlight of the volume in peer reviews