Nonprofits that expand their work beyond their home country’s borders have to perform in unfamiliar territory, with unfamiliar risks, in cooperation or collaboration with unfamiliar people, on topics or problems that likely sit at the intersection of public, private, and social sectors. How can a global nonprofit’s leaders best prepare themselves to meet these challenges when taking an organization global or seeking to gain traction in new geographies? To answer these questions, this chapter describes four prominent ensemble configurations, and then suggests what global nonprofits can do to develop leaders who can pull the most value from diversity. It also describes four distinct “blueprints” for operating models, and how to shift to a different model, as a leadership team, with members who, together, possess a deep knowledge of the various markets in which the nonprofit operates.
The author would like to thank Gozie Nwabuebo, Elizabeth Gannett, and Chase Miller for their contributions to this research focused on global nonprofits and to this chapter.
Jules, C. (2017), "Global Nonprofits: Leadership Ensembles Harness Value in Diversity", Advances in Global Leadership (Advances in Global Leadership, Vol. 10), Emerald Publishing Limited, Bingley, pp. 149-161. https://doi.org/10.1108/S1535-120320170000010008
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