Daring to Lead

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Title: Daring to Lead, 2006: A National Study of Nonprofit Executive Leadership Author: Jeanne Bell, Richard Moyers, Timothy Wolfred Type: Research Report Focus: Nonprofit leadership Date: 2006 Publisher: CompassPoint Nonprofit Services Download: Download from CompassPoint website (PDF format)

This report details the findings of a US survey that examines why nonprofit executives leave their jobs. The report offers recommendations for strengthening and supporting current leadership, creating diversity, and developing the next generation of nonprofit leaders.

Key findings of the survey include:

• 75% of executives planned to leave their jobs – although not the nonprofit sector – within five years, and 9% were in the process of actually leaving
• Boards of directors, and grantmakers, were identified as heavy contributors to executive burnout
• Most executives believe they had made a significant financial sacrifice to lead a nonprofit
• Executives are seeking new skills and strategies, and professional development opportunities, to help them develop organisational sustainability
• As baby boomers retire and the labour market tightens, leadership development, diversity and competitive compensation will become critical factors in finding future leaders

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