TheCase Study of the Montana Nonprofit Association
The Case Study of the Montana NonprofitAssociation
The Montana Nonprofit Association (MNA) hasbeen successful in most of its initiatives right from its creation in1999. However, just like other organizations, they also had theirchallenges caused by other problems while they were struggling toestablish itself. At the time that the MNA started, Mike Schechtmanwas one of the founders (NCNA). Instead,he faced a number of challenges that had to be solved to ensure thatMNA was accepted in the community again. As the first executivedirector, Mike was expected to push the organization to its fullpotential and make sure that the residents of Montana accepted it aspart of their community. The organization needed a proper foundationthat will build the brand and push them to achieve what they wantedin the organization. First, finding a signature product was a problemand they had to focus on winning the trust of the residents (NCNA).They urged most of the residents to join them in building the brandand they tried to sell the vision as they tried to create a road map.Being a young firm, the inexperience also played a role in its slowgrowth and the lack of a perfect game plan that will help in enteringthe market (NCNA). Perhaps, some few concepts would have been helpfulin changing MNA’s tactics and making sure that they were able topenetrate into the market easily. In this case, Mike should havepossessed a number of leadership qualities that are important inmaking one the perfect leader. In fact, the proper interaction andrelating with the other stakeholders was another thing that wasmissing in the organization too.
As a leader, Mike would have embraced the servant leadership thathelped in winning over the employees, the community, clients as wellas the donors. It makes one seem more like a servant and focus onwinning the trust of every stakeholder instead. For instance, Pegrel(2014) reveals how the leaders will face criticism from theshareholders in the board that is made up of the community members.In this case, the shareholders will often reveal issues concerningthe accountability and if the leader needs to delegate some of thetasks. In fact, MNA was a new not-for-profit and the board wanted tounderstand their credibility and their ability to have a proper wayof introducing themselves in the market. Mike was also forced to dealwith multiple stakeholders that include the donors, clients,community as well as the colleagues. Dealing with all these peopleand prioritizing their needs might seem a bit hectic for a leader ofthe not-for-profit organizations (Pegrel, 2014). It is alsochallenging to measure the success when the organization does notconsider any profit motive. The scenario shows that one is supposedto use servant leadership in governing a not-for-profit organization.Most likely would have used the approach to his advantage bycoordinating the other stakeholders efficiently during the entireperiod. As a servant leader, Mike would have been able to emphasizethe values and the commitment since they make the shareholders feellike they are part of the organization. A leader of thenot-for-profit organization is supposed to focus on the relationshipwith the donors, community and the clients too. More importantly, thestakeholders will uphold the relationship they have with the leaderto ensure that they make good use of their time in the organization.
Thelack of a proper game plan was a setback for MNA since Mike wascontemplating on the right product way after they had establishedthemselves. In most cases, the last phase should involve theimplementation of the idea created earlier. However, the lack of aproper plan led to MNA facing a number of challenges and Mike had ahard time as well (NCNA).More importantly, the scenario called for a transformational leaderthat had the ability to make some critical decisions to change theoverall outlook of the organization. Perhaps, his role as atransformational leader would have been having the right boardmembers and staff that believed in the vision of the organization.They are the ones supposed to push the organization towards the rightdirections since they understand the goals and the commitment. Inthis case, a transformational leader will create more time tounderstand the employees and devise a way to help them achieve someof their goals. For instance, Dilenschneider(2015) shows that the nonprofit leadership needs to urge the otheremployees to embrace the changes that the technology has brought intothe various organizations. The idea would have helped Mike in pushingtowards the right direction and making sure that the organization wason the right path.She also suggests how teamwork and proper relationship in theorganization will push them towards achieving their goals in the end(Dilenschneider,2015).For instance, she wants the nonprofit leaders to be the conductorswhere they determine what the employees will achieve. In the process,the organization will be heading towards the required goals and makesure that they make positive changes as well.More importantly, a transformational leader will understand how tointeract with the subordinates and be able to identify some of theirneeds. Understanding their needs will also make it easier to identifythe required change that will be much suitable for transforming theorganization. With all these ideologies, Mike would have been a greatleader to push MNA in being a force to reckon in Montana.Inthe end, MNA’s success was to be determined by the type ofleadership and their ability to control the market early enough.However, a proper staff was also another obstacle towards success,and Mike had to sough that out. By being a courageous leader, Mikecould have developed the staff into being a stronger team that isfocused on achieving each of their goals. For instance, the conceptlargely focuses on how a leader will motivate the employees inworking towards the various goals that the organization has created.In this case, he highlights the concepts that help in making a leaderunderstand how to run the Nonprofits organizations. More importantly,Shepard (2014) reveals that the nonprofits will achieve their goalsif they have courageous leaders. For instance, a leader should focuson pushing the organization towards its goals and also nurture theemployees into being better people. Mike would have ensured that theother employees undergo a development opportunity where they will beable to understand how the higher positions work. It might seem weirdto train people that will be ready to take the position that you areholding. Hence, Shepard suggests that one needs to have the courageto undertake such roles. In fact, most of the nonprofit organizationstend to have limited funds and that shows the need to choose theemployees to train wisely (Shepard, 2014). It will be considered awaste of resource if the leader decides to nurture an employee thatis lazy and does not consider the effort and the determination thatsuch a role needs. Shepard also insists a leader needs courage topick the appropriate candidate for the development program that willstill benefit the organization later. More specifically, thepath-goal theory also reminds the leaders of empowering the otheremployees and ensuring that they acquire some of the important skillsand experience. The theory helps the leaders in understanding howthey should nurture other employees into being more productive. Theother employees also understand the best way in which they might usetheir skills in working towards a certain goal and ensuring that theyhave all the resources and skills at their disposal. Inconclusion, the MNA case study shows how Mike struggled inintroducing the firm in the industry. Hence, the proper analysis ofthe case shows that he lacked some appropriate leadership qualitiesto guide the organization to its success. Instead, a number ofchanges showed how a different leadership quality would have helpedin dealing with the various challenges that the organization wasfacing. For instance, Mike would have helped the servant leadershipin winning the trust of the stakeholders, use the transformativeleadership and the path-goal theory to improve how the organizationworks in the end. References
Dilenschneider, Coleen. (2015). The Evolution of NonprofitLeadership: We Need More Conductors. Retrieved from:http://colleendilen.com/2015/03/25/the-evolution-of-nonprofit-leadership-we-need-more-conductors/
Pegrel Ingrid. (2014). The Top 5 Challenges Leaders Are Facing inThe Not-For-Profit Sector. Retrieved from:http://leadershipintelligence.com/leadership/top-5-challenges-leaders-facing-profit-sector/
Shepard James. (2014). Leadership Development: Five Things AllNonprofits Should Know. Retrieved from:https://ssir.org/articles/entry/leadership_development_five_things_all_nonprofits_should_know
The NationalCouncil of Nonprofit Associations (NCNA).Building a State Association ofNonprofits: A Case Study: Montana Nonprofit Association.Retrieved from:http://www.mtnonprofit.org/uploadedFiles/Files/About/MontanaCaseStudy.pdf