Leadership and Accountability in International NGOs
Leadership and Accountability in International NGOs
Raggo, Paloma
Springer International Publishing AG
224
Dura
Inglês
9783319648811
Descrição não disponível.
Part I - Leadership and INGO Accountability
Chapter 1: Leadership in INGOs
Executive leaders of INGOs have received little attention in the recent NGO literature particularly
related to accountability. Given their central role in brokering accountability relationships
their organization engages in, why such disinterest? This chapter introduces the reader to the role
of leadership in INGOs and argues for an actor-centered perspective to help understand the many
complex challenges related to international NGO accountability. It explains why and how leaders
matter in the study of International NGOs. This chapter also presents the roadmap for the book.
Chapter 2: Constructing the Accountability Puzzle
Who decides to what, to whom, and how INGOs and their leaders should be accountable and
why? This chapter presents the organizing framework of the book. It argues that accountability
scholars have fostered insular academic debates and promoted an incomplete picture of what being
accountable internationally is. In this chapter, I review the main theoretical approaches to accountability.
To acknowledge that accountability is both a relational and context-driven organizational
ideal, I introduce each of the four pieces of the INGO accountability puzzle: definition, audience,
practices, and signals. I explain how increasing pressures for greater accountability have
exposed INGO leaders to an "accountability dissonance disorder", i.e. the persistent attempt to
rely on practices mismatched to the accountability signals for their intended audiences.
Part II - Solving the Accountability Puzzle Piece by Piece
Chapter 3: Definitions, Audiences, Practices, and Signals
How do leaders of INGOs define accountability? To whom do they feel accountable? And
how do these leaders implement accountability in their organizations? This chapter explores each
of these questions in details using data from 152 open-ended interviews. Rather than imposing
pre-conceived notions of what accountability is from the academic literature, this chapter reconstructs
the accountability puzzle using the views of those who aim to achieve it in their daily activities.
In this chapter, I show how INGO leaders do not frame accountability in terms of trade-offs
between principled ideal and resource-driven incentives. Instead, they take a complementary, a
nuanced and more strategic approach to INGO accountability.
Chapter 4: When Does Context Matters? Organizational Differences and Similarities
This chapter asks whether or not leaders of INGOs think about the accountability in similar
ways across the various contexts in which their organizations operate. Are Human Rights leaders
similar to Environmental leaders? Do leaders managing financially effective organizations think
differently about accountability? Does size matter in any meaningful way? Using secondary data
for each of the 152 INGOs, I explore the variation of leadership views across different sectors, financial
health of the organization, budget size, and activity focus. This chapter makes the case for
a context-driven approach to accountability, one in which all four pieces of the puzzles are understood
in relation with the organizational constraints leaders face.
Chapter 5: Accountability Challenges
Is more accountability necessarily better? How are INGOs' executive leaders overcoming the
accountability challenges they face? In this chapter, I discuss the prevalent assumption that more
accountability is necessarily better. By exploring the leaders' critiques of what hinders their responsiveness to
stakeholder demands, I argue that more accountability is not necessarily better as
it exacerbates the problem of accountability dissonance discussed in chapter 2. I identify three
problematic areas.
Chapter 1: Leadership in INGOs
Executive leaders of INGOs have received little attention in the recent NGO literature particularly
related to accountability. Given their central role in brokering accountability relationships
their organization engages in, why such disinterest? This chapter introduces the reader to the role
of leadership in INGOs and argues for an actor-centered perspective to help understand the many
complex challenges related to international NGO accountability. It explains why and how leaders
matter in the study of International NGOs. This chapter also presents the roadmap for the book.
Chapter 2: Constructing the Accountability Puzzle
Who decides to what, to whom, and how INGOs and their leaders should be accountable and
why? This chapter presents the organizing framework of the book. It argues that accountability
scholars have fostered insular academic debates and promoted an incomplete picture of what being
accountable internationally is. In this chapter, I review the main theoretical approaches to accountability.
To acknowledge that accountability is both a relational and context-driven organizational
ideal, I introduce each of the four pieces of the INGO accountability puzzle: definition, audience,
practices, and signals. I explain how increasing pressures for greater accountability have
exposed INGO leaders to an "accountability dissonance disorder", i.e. the persistent attempt to
rely on practices mismatched to the accountability signals for their intended audiences.
Part II - Solving the Accountability Puzzle Piece by Piece
Chapter 3: Definitions, Audiences, Practices, and Signals
How do leaders of INGOs define accountability? To whom do they feel accountable? And
how do these leaders implement accountability in their organizations? This chapter explores each
of these questions in details using data from 152 open-ended interviews. Rather than imposing
pre-conceived notions of what accountability is from the academic literature, this chapter reconstructs
the accountability puzzle using the views of those who aim to achieve it in their daily activities.
In this chapter, I show how INGO leaders do not frame accountability in terms of trade-offs
between principled ideal and resource-driven incentives. Instead, they take a complementary, a
nuanced and more strategic approach to INGO accountability.
Chapter 4: When Does Context Matters? Organizational Differences and Similarities
This chapter asks whether or not leaders of INGOs think about the accountability in similar
ways across the various contexts in which their organizations operate. Are Human Rights leaders
similar to Environmental leaders? Do leaders managing financially effective organizations think
differently about accountability? Does size matter in any meaningful way? Using secondary data
for each of the 152 INGOs, I explore the variation of leadership views across different sectors, financial
health of the organization, budget size, and activity focus. This chapter makes the case for
a context-driven approach to accountability, one in which all four pieces of the puzzles are understood
in relation with the organizational constraints leaders face.
Chapter 5: Accountability Challenges
Is more accountability necessarily better? How are INGOs' executive leaders overcoming the
accountability challenges they face? In this chapter, I discuss the prevalent assumption that more
accountability is necessarily better. By exploring the leaders' critiques of what hinders their responsiveness to
stakeholder demands, I argue that more accountability is not necessarily better as
it exacerbates the problem of accountability dissonance discussed in chapter 2. I identify three
problematic areas.
Este título pertence ao(s) assunto(s) indicados(s). Para ver outros títulos clique no assunto desejado.
NGO;non-government organization;international non-government organization;accountability dissonance;corporate governance;governance;nonprofit management;organizational science;organizational behavior
Part I - Leadership and INGO Accountability
Chapter 1: Leadership in INGOs
Executive leaders of INGOs have received little attention in the recent NGO literature particularly
related to accountability. Given their central role in brokering accountability relationships
their organization engages in, why such disinterest? This chapter introduces the reader to the role
of leadership in INGOs and argues for an actor-centered perspective to help understand the many
complex challenges related to international NGO accountability. It explains why and how leaders
matter in the study of International NGOs. This chapter also presents the roadmap for the book.
Chapter 2: Constructing the Accountability Puzzle
Who decides to what, to whom, and how INGOs and their leaders should be accountable and
why? This chapter presents the organizing framework of the book. It argues that accountability
scholars have fostered insular academic debates and promoted an incomplete picture of what being
accountable internationally is. In this chapter, I review the main theoretical approaches to accountability.
To acknowledge that accountability is both a relational and context-driven organizational
ideal, I introduce each of the four pieces of the INGO accountability puzzle: definition, audience,
practices, and signals. I explain how increasing pressures for greater accountability have
exposed INGO leaders to an "accountability dissonance disorder", i.e. the persistent attempt to
rely on practices mismatched to the accountability signals for their intended audiences.
Part II - Solving the Accountability Puzzle Piece by Piece
Chapter 3: Definitions, Audiences, Practices, and Signals
How do leaders of INGOs define accountability? To whom do they feel accountable? And
how do these leaders implement accountability in their organizations? This chapter explores each
of these questions in details using data from 152 open-ended interviews. Rather than imposing
pre-conceived notions of what accountability is from the academic literature, this chapter reconstructs
the accountability puzzle using the views of those who aim to achieve it in their daily activities.
In this chapter, I show how INGO leaders do not frame accountability in terms of trade-offs
between principled ideal and resource-driven incentives. Instead, they take a complementary, a
nuanced and more strategic approach to INGO accountability.
Chapter 4: When Does Context Matters? Organizational Differences and Similarities
This chapter asks whether or not leaders of INGOs think about the accountability in similar
ways across the various contexts in which their organizations operate. Are Human Rights leaders
similar to Environmental leaders? Do leaders managing financially effective organizations think
differently about accountability? Does size matter in any meaningful way? Using secondary data
for each of the 152 INGOs, I explore the variation of leadership views across different sectors, financial
health of the organization, budget size, and activity focus. This chapter makes the case for
a context-driven approach to accountability, one in which all four pieces of the puzzles are understood
in relation with the organizational constraints leaders face.
Chapter 5: Accountability Challenges
Is more accountability necessarily better? How are INGOs' executive leaders overcoming the
accountability challenges they face? In this chapter, I discuss the prevalent assumption that more
accountability is necessarily better. By exploring the leaders' critiques of what hinders their responsiveness to
stakeholder demands, I argue that more accountability is not necessarily better as
it exacerbates the problem of accountability dissonance discussed in chapter 2. I identify three
problematic areas.
Chapter 1: Leadership in INGOs
Executive leaders of INGOs have received little attention in the recent NGO literature particularly
related to accountability. Given their central role in brokering accountability relationships
their organization engages in, why such disinterest? This chapter introduces the reader to the role
of leadership in INGOs and argues for an actor-centered perspective to help understand the many
complex challenges related to international NGO accountability. It explains why and how leaders
matter in the study of International NGOs. This chapter also presents the roadmap for the book.
Chapter 2: Constructing the Accountability Puzzle
Who decides to what, to whom, and how INGOs and their leaders should be accountable and
why? This chapter presents the organizing framework of the book. It argues that accountability
scholars have fostered insular academic debates and promoted an incomplete picture of what being
accountable internationally is. In this chapter, I review the main theoretical approaches to accountability.
To acknowledge that accountability is both a relational and context-driven organizational
ideal, I introduce each of the four pieces of the INGO accountability puzzle: definition, audience,
practices, and signals. I explain how increasing pressures for greater accountability have
exposed INGO leaders to an "accountability dissonance disorder", i.e. the persistent attempt to
rely on practices mismatched to the accountability signals for their intended audiences.
Part II - Solving the Accountability Puzzle Piece by Piece
Chapter 3: Definitions, Audiences, Practices, and Signals
How do leaders of INGOs define accountability? To whom do they feel accountable? And
how do these leaders implement accountability in their organizations? This chapter explores each
of these questions in details using data from 152 open-ended interviews. Rather than imposing
pre-conceived notions of what accountability is from the academic literature, this chapter reconstructs
the accountability puzzle using the views of those who aim to achieve it in their daily activities.
In this chapter, I show how INGO leaders do not frame accountability in terms of trade-offs
between principled ideal and resource-driven incentives. Instead, they take a complementary, a
nuanced and more strategic approach to INGO accountability.
Chapter 4: When Does Context Matters? Organizational Differences and Similarities
This chapter asks whether or not leaders of INGOs think about the accountability in similar
ways across the various contexts in which their organizations operate. Are Human Rights leaders
similar to Environmental leaders? Do leaders managing financially effective organizations think
differently about accountability? Does size matter in any meaningful way? Using secondary data
for each of the 152 INGOs, I explore the variation of leadership views across different sectors, financial
health of the organization, budget size, and activity focus. This chapter makes the case for
a context-driven approach to accountability, one in which all four pieces of the puzzles are understood
in relation with the organizational constraints leaders face.
Chapter 5: Accountability Challenges
Is more accountability necessarily better? How are INGOs' executive leaders overcoming the
accountability challenges they face? In this chapter, I discuss the prevalent assumption that more
accountability is necessarily better. By exploring the leaders' critiques of what hinders their responsiveness to
stakeholder demands, I argue that more accountability is not necessarily better as
it exacerbates the problem of accountability dissonance discussed in chapter 2. I identify three
problematic areas.
Este título pertence ao(s) assunto(s) indicados(s). Para ver outros títulos clique no assunto desejado.
