Effective Leadership Strategies for Nonprofits and Government Organizations

1 Lead For/Nonprofit & Govt Orgs Students' Name Institution Instructor Course Date

2 Discussion 6 There is more to being a leader than reflection and asking advice from more experienced people. Effective leadership requires the ability to encourage followers, communicate ideas accurately, and develop relationships among employees. A team's values and goals should be compatible with the leader's guiding principles and vision (Nappi, 2019). A leader may build an effective team of employees that work well together by presenting their vision and demonstrating how it fits in with the team's goals. A good leader inspires and encourages their team members while also providing them with the skills and resources they need to succeed. A leader must also be able to create a group that is comfortable enough to work together and trusts one another. This enhances the possibility that team members will work together to achieve the team's goals. Discussion 7a When hiring and training new workers, it is critical to look for characteristics that enable team members to be flexible and adaptive. Staff employees should be able to collaborate with other organizations in order to better serve a certain consumer (Park & Park, 2021). The group must be adaptive to changing situations and willing to take reasonable risks. Furthermore, they should be conversant with the current trends and dynamics that drive service providing. Members of the team should also be able to collaborate and communicate effectively, both internally and outside. Last but not least, when presented with a difficulty, the team must be able to think creatively and beyond the box. Hiring and developing individuals with these characteristics enables leaders to construct teams that are adaptable to change, innovative in problem solving, and willing to collaborate with other groups to deliver the best possible service to customers.

3 Discussion of 7B. Setting financial goals, developing a budget, and determining how to spend money are all part of the financial planning processes for both NGOs and government entities. Nonetheless, there are significant differences (Searing et al., 2021). Nonprofits, unlike for-profit organizations, are allowed to spend contributed funds anyway they see fit, as long as it furthers the organization's goal. However, when it comes to spending money, government entities face greater limits and fewer discretionary expenditure possibilities. Budget constraints may stymie attempts to cooperate across departments or groups. Coordination of services across programs may be difficult, for example, if one program is funded to give services to a certain demography (such as drug abuse) while another program is funded to provide services to a different group (such as mental health). Financial reporting rules may also have an impact on collaborative efforts. When two programs have different reporting requirements, it may be difficult to track spending and earnings. This may make it difficult for programs to identify common ground and build fruitful relationships. Discussion 8 A logic model may help you understand the inputs, processes, and consequences of a program. The application of a logic model to the development of a policy for a specific human service program, for example, may differ from that of a large government agency or a small NGO. A small non-profit organization's leader should incorporate stakeholders in program planning and design to boost their buy-in to the process. Knowing the demographics of the group

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4 you're attempting to assist is critical, as is compiling a list of resources and strategizing how to best employ them. Members of the local community, funders, and other organizations are all invested in the program's success. A large government agency's leader would be wise to include the agency's stakeholders in decisions from the outset. This entails learning about the individuals who will be impacted by the policy, discovering what resources are available, and devising a strategy for putting those plans into effect. Stakeholders may include agency employees, municipal and state governments, and other entities with a vested interest in the policy. Involving key stakeholders in policymaking is critical for any leader entrusted with developing a strategy for a human services endeavor. This entails learning about the individuals who will be impacted by the policy, categorizing the available resources, and preparing how to put it all into effect. Stakeholders may include employees, funders, and other groups having a vested interest in the program's success. Discussion 8b When striving to effect change, experiencing opposition is unavoidable. Dealing with opposition to change requires open ears and minds (Spade, 2020). It is also important to consider the positive ways in which the proposed change may benefit the people who will be affected by it. Lisa spoke out against the changes before the Riverbend City Strategic Planning Committee. She argued that if the changes were enacted, the area would be worse off, and that the committee should instead focus on important issues affecting the city right now. The group's leader responded by informing Lisa she had been heard and then focusing her attention to the

5 good outcomes that may follow from the changes being discussed. The leader pushed Lisa to evaluate how the city and its inhabitants would benefit from the proposed reforms, which he admitted was also motivating her to do. The group leader's reply effectively addressed Lisa's objection to the changes. Recognizing Lisa's concerns, the leader was able to redirect the attention back to the good outcomes that may follow from the requested improvements. As a consequence, the leader was able to shift the group's attention away from the disadvantages of the changes and toward their benefits. Using this strategy, the leader addressed Lisa's criticisms with grace and sensitivity. Discussion 9 I recently took part in a project that enabled me to contribute to the development of a policy to increase the provision of mental health care in my community. To ensure that all members of the community have access to mental health services, this project set out to identify the barriers that individuals in the region encounter when seeking assistance, design a plan for overcoming those barriers, and write a policy to put those improvements into action. One convincing tactic that may be utilized to disseminate support for this approach is the use of appealing storytelling. The need for such a policy might be shown by relaying the stories of community members who have had difficulty obtaining access to mental health care. These experiences may serve as striking instances of the problem's urgency and the necessity for prompt action. Individual success stories may also be used to demonstrate the policy's potential advantages. Storytelling is a strong persuasive tool because it has the ability to achieve all three. It may also be used to help people connect with the issue on a more personal level and understand

6 the seriousness of the situation. Promotion of the policy via storytelling may persuade doubters and motivate others to join the campaign. Discussion 10 Advocacy work is an integral component of policy and transformative initiatives in a variety of situations. A community health worker may use advocacy practice to educate individuals of the community how to be their own advocates and effect social change (Blustein et al., 2019). A healthcare practitioner who engages in advocacy practice may analyze the community's health care requirements, give solutions to those needs, and execute a change program. A leader in an organization may utilize advocacy practice to examine issues, prepare for implementing solutions, and address fundamental causes. A leader may utilize advocacy practice to learn about the needs of the organization's members, discover appropriate resources, and design a plan for achieving the suggested change. Another setting in which advocacy training is important is in the larger community. It may be used to learn about a neighborhood's challenges, find viable solutions, and organize for positive change. Advocacy work may assist a local group in determining what needs to be fixed and then taking action, whether the issue is poverty, bad health, insufficient education, or a lack of social equity. When members of the community become engaged, a plan of action can be devised that is tailored to their individual needs and has the ability to effect significant, long-term change. Advocacy work is useful in policy and change initiatives because it allows for the discovery and resolution of fundamental problems, as well as the development of a strategy

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7 tailored to the needs of the community. Involving locals in the process may increase the likelihood of effective collaboration, trust-building, and long-term progress. Discussion 10b The three most essential things I learnt in this course on leadership roles in community coalition building were the significance of empowering members, being open to cooperating with others, and maintaining the focus on the coalition's goal. I anticipate adopting a new leadership practice in the future year: putting greater effort into connecting with coalition members. Maintaining strong ties with team members, in my view, is critical since it may pave the road for improved collaboration, appreciation, and trust among the group's constituents. I would start by getting to know the coalition members and their distinct experiences and viewpoints. I would devote additional time and effort to getting to know coalition members in ways other than formal events. Someone with experience in coalition building, such as a professor or a community leader, would be good to seek guidance or suggestions from. Among the many topics I'd want to pick their brain about is how to foster an environment in which all coalition members may openly communicate their ideas and opinions. I'd also need suggestions on how to foster collaboration and confidence among coalition members.

8 References Nappi, J. S. (2019). Leaders building effective teams: Three corners of engagement. Delta Kappa Gamma Bulletin , 85 (3), 58-70. Park, S., & Park, S. (2021). How can employees adapt to change? Clarifying the adaptive performance concepts. Human Resource Development Quarterly , 32 (1), E1-E15. Searing, E. A., Wiley, K. K., & Young, S. L. (2021). Resiliency tactics during financial crisis: The nonprofit resiliency framework. Nonprofit Management and Leadership , 32 (2), 179- 196. Blustein, D. L., Kenny, M. E., Autin, K., & Duffy, R. (2019). The psychology of working in practice: A theory of change for a new era. The Career Development Quarterly , 67 (3), 236-254. Spade, D. (2020). Solidarity not charity: Mutual aid for mobilization and survival. Social Text , 38 (1), 131-151.

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