Difficulties met by NonProfit Voluntary Board Members

Between the end of human War II and the effective end of the American booking in the Viet Nam War in the middle 1970s, the pendulum of responsibility for the cookery and delivery of social services swung far to the disposalal incline and away from the mysterious sector side (Gummer, 1984). The swing toward governmental responsibility did not mean an end to private sector participation in the provision and delivery of social services. legion(predicate) private sector agencies continued to functionin a few instances, with little or no change in their operations, in or so instances, with revised objectives, and, in a bulky many instances, as contract providers of services authorized and funded by government.

In the mid1970s, the domestic economy of the United States began to sour, along with the public mood. One of the casualties of this souring of economy and mood was reenforcement for social service programsregardless of whether it was public or private sector funding which was involved (Gummer, 1984). Those programs heavily dependent upon government funding were the hardest hit.

Many factors contributed to the development of the environmental changes which resulted in the step-down of funding for social service programs. The economic recession of the mid1970s was followed by a severe but skeleton recession in 1980 and by an even more sev

Sven Lundstedt's (1975) of leadership supports and enhances that of Boyd. Lundstedt (1975, p.

164) said that leadership "is the baron to influence the behavior of others in a group or organization, set up goals for a group, formulate paths to the goals, and create some social norms in the group." This definition includes some aspects which are arguably learnable; however, the "ability to influence" and the creation of "social norms" could, arguably, fall in the realm of art, as opposed to science.

The boards of nonprofit organizations in the contemporaneous time period must be transformational leaders. Transformational leaders filter those individuals whom they lead with the goals of the organization of which they are a part, and with the significance of those goals inwardly a societal context (Chrunden and Sherman, 1989). These leaders also thrill organizational subordinates to transcend selfinterest, in order to retard the success of the organization.

Decisionmaking 12 60.0%

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