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MENTORING OF EMERGING NONPROFIT LEADERS

MENTORING OF EMERGING NONPROFIT LEADERS. Evaluator : Keneca Boyce, PhD, LMSW Boyce, PhD, LMSW Consulting P.C. CENTER COORDINATORS. Allan Luks, JD – Center Director Elaine Congress, DSW – Associate Dean for Continuing Education and Extramural Programs

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MENTORING OF EMERGING NONPROFIT LEADERS

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  1. MENTORING OF EMERGING NONPROFIT LEADERS Evaluator: Keneca Boyce, PhD, LMSW Boyce, PhD, LMSW Consulting P.C.

  2. CENTER COORDINATORS • Allan Luks, JD – Center Director • Elaine Congress, DSW – Associate Dean for Continuing Education and Extramural Programs • Francis Petit, Ed.D– Associate Dean for Executive MBA Programs www.fordham.edu/nonprofits

  3. SOCIAL SERVICE SECTOR IN CONTEXT With Nearly 1-Million Organizations the Nonprofit Sector Experiences A Continual Need For New Leaders

  4. NONPROFIT LEADERSHIP PROGRAM • Training • Present And Future Nonprofit Leaders • Collaboration • Graduate Schools Of Social Work And Business • Innovation • Mentoring By Nonprofit CEO or Executive Directors

  5. PROGRAM DESCRIPTION • 2 Affiliated University Sites • 18 Hours Executive Education Training • 3 Consecutive Saturdays • Assigned Mentor For 1 Year • Peer Networking • Access To Ongoing Support By The Center • Professional Development Seminars And Lectures

  6. EXECUTIVE EDUCATION TRAINING10 – KEY CONTENT AREAS • Organizational Management • Organizational Budgeting • Staff Management • Fundraising • Program Development • Proposal Writing • Public Relations • Public Policy Advocacy • Board Development • Communications

  7. ELIGIBILITY CRITERIA • Completed Registration • Application Profile That Highlights A Realistic Interest And Demonstrated Commitment To The Nonprofit Sector

  8. MENTOR ELIGIBILITY • Senior CEOor Executive Director Of Major Nonprofits • Recently Retired CEO or Executive Director Of Major Nonprofits • 1 Year Commitment

  9. PURPOSE Explore How Senior Leaders Can Be Used To Mentor Emerging Leaders

  10. CONCEPTUAL MODEL

  11. DATA COLLECTION • Self-administered electronic surveys • Anonymous • 10 minutes to complete • Data collection instrument: • Description of the study • Informed consent • Demographics • 10 key content areas specific to non-profit leadership and management • Areas of interests for mentor matching • Leadership areas of development • Perceived benefits in having a mentor

  12. DATA COLLECTION PROTOCOL

  13. NONPROFIT LEADERSHIP GOALS

  14. 10 KEY CONTENT AREAS 1 = LEAST EXPERTISE 5 = MOST EXPERTISE

  15. INTERESTED IN A MENTOR

  16. MOST HELPFUL CONTENT AREA

  17. MENTOR WOULD BE MOST HELPFUL

  18. 1 YEAR LATER

  19. EMPLOYMENT STATUS

  20. NONPROFIT LEADERSHIP STATUS

  21. NONPROFIT LEADERSHIP GOALS

  22. COMMUNICATION WITH MENTOR

  23. MENTOR MOST HELPFUL

  24. IMPLICATIONSFORNONPROFIT SECTOR BUILD A PIPELINE OF EXECUTIVE EDUCATION TRAININING RESOURCES FOR CURRENT AND FUTURE NONPROFIT LEADERS

  25. REFERENCES Brady, D. (2012, June 14) Queen Bees, Mentors, and the Female Boss Problem. BusinessWeek.com, p.1-1. Gienow, M. (2012) Mentoring Programs Can Fill in the Gaps for New Leaders. Chronicle of Philanthropy, 25(2), p.5-6. Grant Makers for Effective Organizations (2008) Supporting Next-Generation Leadership: A GEO Action Guide, 36pp. Kelly, M.J. (2001)Management Mentoring in a Social Service Organization. Administration in Social Work. 25(1), p.17-33. Meister, J.C., Willyerd, K. (2010, May) Mentoring Millennials. Harvard Business Review, p.1-4. Primack, A., Krzmarzick, A., & Drahosz, K. (Summer 2012) Can a Government-Wide Mentorship Program Work? Public Manager. p.48-52. Washington, D. (2011) Mentoring and Career Progression in the Nonprofit Sector. Leadership & Organizational Management Journal. 2011(1)p.50-62 Williams, K. (2005) Mentoring the Next Generation of Nonprofit Leaders: A Practical Guide For Managers. Academy for Educational Development. 48pp. Wimpfheimer, S. (2004): Leadership and Management Competencies Defined by Practicing Social Work Managers, Administration in Social Work, 28:1, 45-56

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