Graduating nonprofit studies students present capstone projects
SPCS Student Update
In December, four graduating students in the nonprofit studies program successfully presented capstone projects. These projects represent the culmination of months of preparation and years of practical experience and coursework.
In the nonprofit studies program, capstone projects are supervised by a professor in the program along with an outside expert in the capstone topic. Presentations are open to the SPCS community and attended by staff, faculty, students and graduates of the nonprofit studies program.
Rebecca Parker Payne presented “Exploring the Perceptions of Organizational Culture and Job Satisfaction in Churches.”
This study explores the perceptions church employees have of their organizational culture, alignment with the values of their staff, and their overall job satisfaction. The work of ministry is taxing — emotionally, physically, mentally and spiritually. Organizational culture is a modern and evolving tool church leaders can use to support employees and continue to make the work of ministry sustainable. This mixed-methods survey asked church employees to describe their culture, their alignment with it, and their overall job satisfaction. This research contributes important insight directly from church employees on the types of cultures they are in, the importance of their alignment with their culture, the levels of their job satisfaction, and what could drive them to look for alternate employment. The survey was completed by 71 employees from 34 different churches across the United States. In addition to the research, this study proposes practical implications and recommendations for future research for church and denominational leadership.
Mary Rousis presented “The Development of a Grassroots Leader.”
The research attempted to better understand how nontraditional development strategies empower individuals to lead grassroots organizations. It is determined that the personal experiences of grassroots leaders play a major role in the process of leadership development. The research looked at how and why these experiences play a role. The study focused on four individuals who serve in a leadership position and make an impact on the Richmond, Virginia community. The participants included leaders from two social sports organizations and two education-based organizations. Although the participants had different personal experiences, they all shared similar traits that supported their ability to lead their respective organizations. A qualitative method design was used to perform the research and data was collected by individual interviews. An inductive approach to data analysis found four major themes that emerged from the data. The themes all highlight the relationship between the individual personal experience and their journey as a leader. A major finding from this study is that lived experiences make these individuals relatable and community members see them as trustworthy leaders. A second major finding grassroots leaders want to build a better community for others; therefore, they put others first and consider the needs of the whole community. The third major finding is grassroots leaders grow and develop by engaging in self-reflective conversations and activities. The study also uncovered the role community members play in impacting each individual’s leadership development.
Glenn Birch presented “Building Social Capital in Nonprofit Human Service Organizations.”
All forms of capital enhance the ability to accomplish tasks efficiently. Like physical, human, and financial capital, social capital enables individuals or organizations to accomplish more than is otherwise possible. When groups undertake actions to cooperate and achieve a shared purpose, it is a sign of social capital at work. This study looks specifically at human service nonprofit organizations to examine strategies and practices that can lead to the building of social capital. As a comparative case study of two nonprofit organizations, this study explored how nonprofit organizations learn to build social capital across lines of difference; look at how bridging and linking social capital are used to expand opportunities for an organization’s clients; and probe the degree to which nonprofit leaders take strategic steps to build social capital through their activities. Insights from the experiences of nonprofit leaders, volunteers, and participants are shared from both organizations. Since one of the two organizations is faith-based and the other secular, the study considered how organizations engage matters of ethics and religion when serving the public or recruiting volunteers. This comparative case study provides a window on how social capital functions within human service nonprofit organizations and offers insight that may be useful to other leaders in designing and conducting human service programs.
Jane Bise presented “Nonprofit Perspectives on Community-Based Learning: Roles, Motivations, and Benefits.”
Nonprofit organizations often face staffing shortages. Community-based learning is one way nonprofits can fill gaps in staffing through partnerships with institutions of higher education. This study was designed to understand nonprofits’ perspectives on community-based learning in order to create better experiences for nonprofits. Eight interviews with nonprofit professionals were conducted. The results found that community-based learning does fill needed spaces and has its own unique set of motivations and benefits, such as creating opportunities for growth and a sense of pride in nonprofit professionals. The study also revealed that nonprofit professionals need to feel supported in these relationships and that their roles are varied often due to the type of community-based learning in which they engaged.