‘The New is Elsewhere’:
Women’s Leadership in Community-Profit Organisations

Figure 3.1 The use of power in hierarchical leadership compared with the use of power in the concept of collaborative individualism proposed by Limerick and Cunnington (1993)

Figure 5.1 The research method

Figure 5.2 The research participants

Figure 6.1 Employment profile of formal participants

Figure 6.2 Participants’ perceptions of themselves as leaders

Figure 8.1 Relative importance of issues faced by the leadership of research organisations

Table 1.1 Leadership within organisational context

Table 2.1 A comparison of distinctive cultural, personal, organisational and leadership features of the mechanistic and holistic world views

Table 3.1 Summary of key concepts of the leadership literature viewed through five dominant leadership images

Table 5.1(a) Original research questions

Table 5.1(b) Final research questions

Table 5.2 Criteria for the selection of sites

Table 5.3 International classification of nonprofit organisations (ICNPO)

Table 5.4 Research sites at a glance (all in the private sector)

Table 5.5 Criteria for selecting the sample (formal participants)

Table 5.6 Location of interviews and number of interviews conducted in each location

Table 6.1 The formal participants situated in their research sites and in terms of their leadership positions

Table 6.2 Frequency distribution of ways in which participants became involved in leadership in community-profit organisations

Table 7.1 Frequency distribution of participants’ suggested ingredients in a recipe for effective leadership

Table 7.2 Relative support for statements of participants’ perceptions of the relationship between designated leaders and non-positional leaders

Table 7.3 Summary of recurring themes in the participants’ experience of leadership in the research organisations and the importance attached to those themes by participants

Table 8.1 Frequency distribution of factors that motivate participants to engage in leadership in community-profit organisations

Table 8.2 Designated leaders’ and non-positional leaders’ perceptions of the relative importance of issues being faced by the leadership of the research organisations

Table 8.3 Frequency distribution of participants’ perceptions of leadership strategies in their organisations

Table 8.4 Frequency distribution of personal leadership styles perceived by the formal participants

Table 8.5 Relative support for participants’ statements of the perceived expectations of the leadership of their community-profit organisations

Table 9.1 The consonance between the characteristics of women’s leadership in community-profit organisations which emerge from the research findings and distinctive features of the emerging holistic world view summarised in Table 2.1

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