The Power Of The Pack Is Unleashed

Organizational success is dependent on several interior and exterior factors. While exterior factors are important, the internal workings of an organization are vital. Specifically, empowered employees and effective communication contribute indefinitely to accomplishing common goals within the company. The foundation of successful high performing teams is through effective leadership. Without effective leadership, company morale and productivity can decline causing, the company to fall into a downward spiral. Therefore, to pursue and maintain a career as a leader in financial management, I will need to empower employees and effectively communicate the goals of the organization.

In today’s business world, one of the most important contributing factors to the overall success of an organization is the effectiveness of their leadership. Effective leaders carry with them a strong skill set along with a broad knowledge base gained from experience that allows them to effectively and efficiently manage change initiatives. An organization that possessing an effective leadership team is more likely to experience success, especially it comes to creating effective change. The leaders’ role is crucial during a change

A change in leadership allowed Advia Credit Union to create a strategic plan to position itself to remain a viable financial institution for the future. The analysis revealed that this level of change was not easy on the organization, especially in terms of the impact it had on the employees. During the research for this paper, I had the opportunity to ask the CEO, Cheryl DeBoer, her thoughts on what makes a leader effective. It was rewarding to hear, that her primary thought was on the people. Ms. DeBoer felt like her most important responsibility was to be accountable to the membership, develop new leaders to support the credit union vision, and to position Advia Credit Union for future sustainability (C. DeBoer, personal communication, October 17, 2016). Ms. DeBoer’s focus has always been on the

Kevin Seawright completed a certification program at Notre Dame University’s Mendoza College of Business in Executive Leadership. The certification concentrated on nonprofit and profit corporations. He is widely recognized for his expertise in public accounting and as an executive in finance. Seawright has worked for over 15 years offering facility management, financial operations, and managing organizations in a financially prudent manner.

The competence of improving financial leadership stretches out to the community and other governmental businesses and organizations to enrich the value of community benefits responsibility and results. The clarity, economical strength, and operation of the public sector and governmental agencies are intently joined together with the worth and professionalisms of the Chief Financial Officer. Francois (2014) indicated that the Chief Financial Officer has the due diligence to develop and maintain a business standard that constructs an incomparable mission for a well-balanced financial outcome. Moreover, there is a significant difference in the relationship when it comes to financial leadership and management.

Economic cycles play a major role in nonprofit organization financial problems. Indeed, inspired management may struggle with the economic downturns. This is usually happens because of the lack of proper cash flow (Eisenhaur, 2009).

Having a strong leadership team and reliable support system is important when guiding change. To lead change, you need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance (Mindtools, 2016). At the credit union, we have our board of directors who are key decision makers for change at Cornerstone. We also have our vice presidents that are committed to creating

Western National Insurance was a company in serious financial trouble, until they brought in a new Chief Executive Officer (CEO) in an attempt to turn around the failing company. The new CEO engaged the organizations stakeholders to understand their concerns and issues of the company, before making any decisions or changes. He was also self-aware and he understood the needs and motivations of his team, which helped him grow the employees, and the overall effect was an enhanced organizational capacity. By insuring stakeholder inclusion and being a transformational leader, the new CEO of Western National Insurance was able to motivate staff and turn the company around to be a profitable and excellent insurance company.

This study will address two non-profit organizations by analyzing structures and basics to determine their effectiveness. This research looks into the different principles and factors each organization uses to determine their successes. Also, it will provide examples of techniques that a non-profit organization has been implementing and uses to reach and maintain effective outcomes. Since the 1990’s, non-profit organizations have come under continuous pressure to be proficient and have effective outcomes. For this reason, non-profit executive directors need to employ stronger leadership practices to manage employees and to increase funds (Barbeito & Bowman, 1998).

Every nonprofit organization undergoes leadership changes at some point. Whether the change is unexpected or planned, it can result in a period of dangerous organizational uncertainty or offer opportunities for greater accomplishments. Without a transition plan in place, a sudden or planned departure of a chief executive officer, chief financial officer or other upper management official can seriously degrade the performance of a nonprofit organization. Experienced transition leadership and adequate planning will minimize disruption and maintain the mission of the organization, as well as offer the possibilities of further growth and development.

Every nonprofit organization undergoes leadership changes at some point. Whether the change is unexpected or planned, it can result in a period of dangerous organizational uncertainty or offer opportunities for greater accomplishments. Without a transition plan in place, a sudden or planned departure of a chief executive officer, chief financial officer or other upper management official can seriously degrade the performance of a nonprofit organization. Experienced transition leadership and adequate planning will minimize disruption and maintain the mission of the organization, as well as offer the possibilities of further growth and development.

The ultimate leadership for corporate citizenship rests with us as chief executives, chairpersons, and board directors.

Multi-National Corporations wield power. They possess resources and expertise that do not always exist in the social sector. Corporate Social Responsibility is now widely accepted as the norm by many in the public. Many corporations sink significant costs into their Corporate Foundations, presumably in an effort to make a positive societal impact that falls in line with their business foci. CEO’s claim they want nonprofits to build human capacity and execute on proven strategies. Yet, the vast majority of Foundations provide little in the way of resources for either strategy or capacity of any

In the near future, I can imagine myself in a management position of a nonprofit organization as the Director of Programs. This role is responsible for the operational success of the organization ensuring ideal team management and development, program delivery, and quality control and evaluation. Additionally, this title will manage a growing staff as well as manage relationships in the community. Taking on such a task requires leadership skills in addition to establishing standards of performance across all programs.

The highest position level of fiscal leadership in a company is the Chief Financial Officer, as a member of the organization’s executive leadership and management team, occupies a very crucial and viable position in today’s global business society.