Difference between revisions of "The Primary Responsibilities of an NGO Executive Director"
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| − | In an NGO, the executive director is crucial in terms of leadership and management and holds many responsibilities that are essential in maintaining the sustainability of the organization. It is important that the executive director possess strong overall knowledge and personal skills in many different areas in order to be a successful and efficient leader.<ref>McNamara, Carter. (1997-2008). “Basic Overview of Role of Chief Executive.” Adapted from the Field Guide to Leadership and Supervision and Field Guide to Developing and Operating Your Nonprofit Board of Directors. Retrieved June 9, 2008 from Free Management Library: http://www.managementhelp.org/chf_exec/chf_exec.htm.</ref>Though the roles of executive director greatly differ depending on the size, structure, and purpose of an NGO, there are some common characteristics that would be beneficial for most directors to be aware. The following presents five core responsibilities or guidelines that executive directors may explore in trying to assess their priorities in successfully running an NGO. | + | In an NGO, the executive director is crucial in terms of leadership and management and holds many responsibilities that are essential in maintaining the sustainability of the organization. It is important that the executive director possess strong overall knowledge and personal skills in many different areas in order to be a successful and efficient leader.<ref>McNamara, Carter. (1997-2008). “Basic Overview of Role of Chief Executive.” Adapted from the Field Guide to Leadership and Supervision and Field Guide to Developing and Operating Your Nonprofit Board of Directors. Retrieved June 9, 2008 from Free Management Library: http://www.managementhelp.org/chf_exec/chf_exec.htm.</ref>Though the roles of executive director greatly differ depending on the size, structure, and purpose of an NGO, there are some common characteristics that would be beneficial for most directors to be aware. The following presents five core responsibilities or guidelines that executive directors may explore in trying to assess their priorities in successfully running an NGO. <membersonly> |
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The role of executive director also entails hiring and managing the rest of the staff. (This '''excludes''' the board of directors who are above the executive director and are responsible for hiring him/her. The primary difference between the two jobs is that the board of directors ''governs'' and deals with problems that the director brings to their attention, while the executive director focuses on ''managing'' the organization and staff.)<ref>Minnesota Council of Nonprofits. Governance: Basics. Retrieved June 10, 2008, from http://www.mncn.org/info/basic_gov.htm.</ref> In doing so, the director should make sure that programs are being efficiently run and that the staff is fulfilling their responsibilities, whether in teams or individually. One way to ensure this is to prepare an organizational chart that institutes lines of authority. This provides the executive director with an understanding of to whom his/her employees should report when they have fulfilled a task, or to whom they should talk to when they are having problems with a person or responsibility. The following is an example of such a chart:<ref>Wolf, Thomas. (1999). </ref> | The role of executive director also entails hiring and managing the rest of the staff. (This '''excludes''' the board of directors who are above the executive director and are responsible for hiring him/her. The primary difference between the two jobs is that the board of directors ''governs'' and deals with problems that the director brings to their attention, while the executive director focuses on ''managing'' the organization and staff.)<ref>Minnesota Council of Nonprofits. Governance: Basics. Retrieved June 10, 2008, from http://www.mncn.org/info/basic_gov.htm.</ref> In doing so, the director should make sure that programs are being efficiently run and that the staff is fulfilling their responsibilities, whether in teams or individually. One way to ensure this is to prepare an organizational chart that institutes lines of authority. This provides the executive director with an understanding of to whom his/her employees should report when they have fulfilled a task, or to whom they should talk to when they are having problems with a person or responsibility. The following is an example of such a chart:<ref>Wolf, Thomas. (1999). </ref> | ||
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This chart helps organize an executive officer’s responsibilities in that he knows with whom he directly deals. For example, the executive director would not deal directly with the financial officer because this would undermine the authority of the administrative advisor; he/she is responsible in speaking to the administrative advisor, who would then deal with the financial officer.<ref> Wolf, Thomas. (1999).</ref> | This chart helps organize an executive officer’s responsibilities in that he knows with whom he directly deals. For example, the executive director would not deal directly with the financial officer because this would undermine the authority of the administrative advisor; he/she is responsible in speaking to the administrative advisor, who would then deal with the financial officer.<ref> Wolf, Thomas. (1999).</ref> | ||
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== Conclusion == | == Conclusion == | ||
| − | The preceding five sections provide a brief set of “how-to” guidelines that may be useful in prioritizing the responsibilities of an executive director. Overarching themes present in all five sections are that it is crucial that an executive director act as a mature and well-articulated leader. He/she must be inquisitive, clear, creative, must be comfortable with and open to change, and must be willing to listen and communicate effectively with others. Most importantly, an executive director must be both professionally and personally motivated. | + | The preceding five sections provide a brief set of “how-to” guidelines that may be useful in prioritizing the responsibilities of an executive director. Overarching themes present in all five sections are that it is crucial that an executive director act as a mature and well-articulated leader. He/she must be inquisitive, clear, creative, must be comfortable with and open to change, and must be willing to listen and communicate effectively with others.<ref>Wolf, Thomas. (1999). </ref> Most importantly, an executive director must be both professionally and personally motivated. |
| − | == | + | ==Footnotes== |
<references/> | <references/> | ||
Latest revision as of 07:35, 17 July 2008
In an NGO, the executive director is crucial in terms of leadership and management and holds many responsibilities that are essential in maintaining the sustainability of the organization. It is important that the executive director possess strong overall knowledge and personal skills in many different areas in order to be a successful and efficient leader.[1]Though the roles of executive director greatly differ depending on the size, structure, and purpose of an NGO, there are some common characteristics that would be beneficial for most directors to be aware. The following presents five core responsibilities or guidelines that executive directors may explore in trying to assess their priorities in successfully running an NGO.
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