Editor's Notes

• Author: Duncan Neuhauser
• DOI: http://doi.org/10.1002/nml.21090
• Date: 01 September 2013
• Published date: 01 September 2013

EDITOR’S NOTES

IN THIS ISSUE, REBECCA NESBIT and Jeffrey L. Brudney make

projections to the year 2050 of the future supply of volunteers

in the United States based on changing demographics and gov-

ernment policies. Building on these projections, the authors give

advice to managers of volunteers. Stephanie Lutz Allen, Joseph E.

Smith, and Nancy Da Silva examine three types of leadership—

transformational, transactional, and laissez-faire—in relation to

perceptions of psychological climate for organizational change

readiness and creativity. By surveying active church members, they

found that pastors who are perceived as transformational leaders

are associated with climates of change and creativity. Laissez-faire

leadership was negatively associated with such climates.

Kelly LeRoux and Mary K. Feeney study the perceptions of 252

managers working in nonprofi t, government, and for-profi t organi-

zations. Compared to public sector managers, nonprofi t managers

reported more freedom, more control over their work schedule, and

a greater potential for pay increases. The authors describe the impli-

cations of their results for the recruitment and retention of managers

in the nonprofi t sector. Stijn Van Puyvelde, Ralf Caers, Cind Du Bois,

and Marc Jegers surveyed the staff of seventy-four secondary non-

profit schools in Belgium. They use concepts from agency and

stewardship theories that could promote desired staff behavior.

Agency theory assumes self-interest and focuses on incentives to

align the interests of boards and principals. Stewardship theory

focuses on goal congruence and trust. They fi nd these two theories

to be overlapping. Striking a balance between the two could aid in

the recruitment and retention of employees.

Basil P. Tucker and Lee D. Parker surveyed 182 nonprofi t leaders

to ask about the current use of managerial controls. They fi nd that

strategy formulation and implementation are positively associated

with interactive and diagnostic use of controls. Basil P. Tucker, Helen

Thorne, and Bruce W. Gurd interviewed thirty-two Australian non-

profi t chief executives to ask about the use of managerial controls to

monitor and direct strategic initiatives. The pressure for these con-

trols comes from the need to keep track of government funded pro-

jects. These executives saw these controls as consistent with good

management practice, “Doing the right thing.” These controls are in

place due to government expectations. They say this is “for the

wrong reasons.”

NONPROFIT MANAGEMENT & LEADERSHIP, vol. 24, no. 1, Fall 2013 © 2013 Wiley Periodicals, Inc 1

Published online in Wiley Online Library (wileyonlinelibrary.com) DOI: 10.1002/nml.21090