|
Non-profit organizations in public policy implementation
Jan-Erik Lane1* and Joe Wallis2
1University
of Freiburg,
79098
Freiburg im Breisgau,
Germany.
2American
University of Sharjah,
P. O. Box 26666 Sharjah,
United Arab Emirates.
*Corresponding author.
E-mail:
janeklane@googlemail.com.
Accepted 30 September, 2009 |
|
The surge in employment of
non-profit organizations (NPO) in the implementation of
policies and public management, domestic or international,
calls for theorizing how they operate. They have to somehow
resolve two challenges to their existence: (a) to elicit
commitment from governments and other donors; (b) to receive
involvement from volunteers in their projects. Partly the
NPOs approach these questions through emotions and future
projections. A crucial aspect of instilling hope in the
successfulness of NPOs is the inspirational style of
leadership in these organizations. Leadership style in NPOs
is of utmost importance for both government commitment and
volunteer involvement.
Kew words:
Third sector involvement, commitments, social capital,
volunteers, non-profit organization, emotions, hope as
future projection, leadership styles, inspiration, policy
implementation, trust, partnership, governance. |
