Raggo, P: Leadership and Accountability in International NGO
(Sprache: Englisch)
This book highlights the views of accountability of INGO leaders and assesses the challenges they face in implementing organizational accountability . The author draws on over 150 interviews with executives about accountability and uses empirical evidence...
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This book highlights the views of accountability of INGO leaders and assesses the challenges they face in implementing organizational accountability . The author draws on over 150 interviews with executives about accountability and uses empirical evidence to propose an Accountability Puzzle that shows how definitions, audiences, practices, and signals about accountability are interconnected and interdependent; INGO accountability is incomplete without all the pieces assembled. Nevertheless, more accountability is not always the answer and can hinder leaders' responsiveness to stakeholder demands. This book will make an important contribution to NGO literature by offering a greater understanding of that accountability means for those in charge of these transnational organizations.
Inhaltsverzeichnis zu „Raggo, P: Leadership and Accountability in International NGO “
Part I - Leadership and INGO AccountabilityChapter 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 roleof 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 accountabilityscholars 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 haveexposed 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
... mehr
do these leaders implement accountability in their organizations? This chapter explores eachof 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, anuanced 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 datafor 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 ChallengesIs 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.
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, anuanced 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 datafor 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 ChallengesIs 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.
... weniger
Autoren-Porträt von Paloma Raggo
Paloma Raggo is Assistant Professor of Philanthropy and Nonprofit Leadership in the School of Public Policy and Administration at Carleton University, Canada.
Bibliographische Angaben
- Autor: Paloma Raggo
- 2022, 224 Seiten, 30 Schwarz-Weiß-Abbildungen, Maße: 15,5 x 23,5 cm, Gebunden, Englisch
- Verlag: Springer International Publishing
- ISBN-10: 3319648810
- ISBN-13: 9783319648811
Sprache:
Englisch
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