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Women’s Leadership in Community-Profit Organisations

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

Doctoral Thesis by Patricia Marlette Black BA, MEd,
Queensland University of Technology, 1999.


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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