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‘The New is Elsewhere’:
Women’s Leadership in Community-Profit Organisations

Doctoral Thesis by Patricia Marlette Black BA, MEd,
Queensland University of Technology, 1999.

APPENDICES

APPENDIX A (i) Cultural Review Interview Guide

APPENDIX A (ii) Outline for Personal Letters to be Sent to Cultural Review Participants

APPENDIX B (i) Consent Form

APPENDIX B (ii) Background Information Given to Potential Research Participants

APPENDIX C The International Classification of Nonprofit Organisations: explanatory notes

APPENDIX D (i) Sample Letter to Gatekeepers of Organisations Selected as Research Sites

APPENDIX D (ii) Sample Letter to Possible Participants (Participants Suggested by Gatekeepers of Organisations Selected as Research Sites)

APPENDIX D (iii) Letter Accompanying Transcripts Sent to Participants

APPENDIX D (iv) Letter Accompanying Summary of Research Findings Sent to Participants

APPENDIX E Interview Guide

APPENDIX F Headings for the Reports About Each Node Generated in the Index System of ‘NUDIST’

Appendices A to D provide background documents to the research. They have not been re-published here because they are not crucial for understanding the arguments of the book.

Appendix E

Interview Guide

How do women in community-profit organisations understand and experience leadership?

How did you come to exercise leadership in your organisation and how do you feel about exercising leadership?

How would you describe the relationship between the designated leaders and the non-positional leaders in your organisation?

What image or symbol do you think best describes the leadership of your organisation?

What characteristics have you brought to the organisation that would enable you to view yourself or others to view you as a leader?

If I were to ask you to write a recipe for effective leadership, what ingredients would you use?

What do you think more bureaucratic organisations could learn about leadership from the way leadership is exercised in your organisation?

Is there anything you would like to add about women’s leadership?

What are the major issues that women face in their exercise of leadership in community-profile organisations?

What questions or issues or challenges is the leadership of your organisation trying to address?

How do women exercise leadership in community-profit organisations?

How would you describe the main leadership strategies or leadership activities in the organisation?

What leadership strategies do you most commonly adopt yourself?

How would you describe your leadership style?

What do women hope to achieve through their exercise of leadership in community-profit organisations?

What motivates you to take on the responsibility of leadership?

Have you always had aspirations to be a leader?

How did you become involved in leadership in this organisation?

How would you describe your organisation - its structures and purposes?

Where do women experience conflict in their exercise of leadership in community-profit organisations?

What is expected of the leadership of your organisation?

Where are the points of conflict for you in your exercise of leadership?

How do women understand and experience power in their exercise of leadership in community-profit organisations?

Do you consider yourself as someone who has or has had power?

Have you observed or been involved in any power struggles in the leadership of your organisation?

Appendix F

Headings for the Reports about each Node Generated in the Index System of ‘NUDIST’

This Index System in NUDIST is designed around the analysis of participants’ responses to the interview questions which were categorised in clusters around the research questions. This data analysis process led to the creation of nodes (indexing categories) which are listed here. The Report About Each Node generated in the Index System of NUDIST contains the extracts from any of the participants’ interviews that are relevant to that index category, names of documents indexed at that node, memos about that category and general information about the node such as the node address, title, date of creation, and the date of last modification. The reports generated under each of the nodes listed in this Appendix are the basis for the analysis of data and the presentation of the research findings in Chapters 6, 7 and 8 of the thesis.

1. MOTIVATION

(1 1) perceived inequities

(1 1 1) social transformation

(1 1 2) integrity

(1 1 3) empower others

(1 2) service

(1 2 1) care for others

(1 2 2) service to community

(1 2 3) service to goals & values of organisation

(1 3) search for excellence

(1 3 1) career aspirations

(1 3 2) personal fulfilment

2. POWER

(2 1) yes

(2 1 1) group energy

(2 1 2) connective power

(2 1 3) organisational/role power

(2 1 4) personal power

(2 2) no

(2 2 1) reject power

(2 2 2) negative concept

(2 3) concerns

3. LEADERSHIP PATH

(3 1) response to need

(3 2) invitation or election

(3 3) career path

(3 4) volunteered

4. FEELINGS ABOUT LEADERSHIP

(4 1) supported

(4 2) responsible

(4 3) difficult

(4 4) uncomfortable

(4 5) positive

5. YOU A LEADER?

(5 1) yes

(5 2) no

(5 3) yes but

6. LEADERSHIP STYLE

(6 1) relational

(6 2) facilitative

(6 3) collaborative

(6 4) competent

(6 5) consultative

(6 6) strategic

(6 7) low key

7. DESCRIBE ORGANISATION

(7 1) organisational context

(7 1 1) bureaucratic control

(7 1 1 1) military relationship

(7 1 1 2) human relations management

(7 1 2) participative democracy

(7 1 2 1) master-disciple

(7 1 2 2) mutual facilitation

(7 2) organisational purpose

(7 2 1) mechanistic

(7 2 2) holistic

8. LEADER PROFILES

(8 1) designated leaders

(8 1 1) initiative

(8 1 2) relational

(8 1 3) networker

(8 1 4) experienced

(8 1 5) vision

(8 1 6) planner

(8 1 7) inclusive

(8 1 8) organised

(8 1 9) good communicator

(8 2) non-positional leaders

(8 2 1) conviction

(8 2 2) relational

(8 2 3) enthusiasm

(8 2 4) networker

(8 2 5) good communicator

(8 2 6) experienced

(8 2 7) organised/reliable

9. IMAGES OF LEADERSHIP

(9 1) connection images

(9 2) life/movement images

(9 3) personal images

(9 4) institutional images

(9 5) other

10. ISSUES

(10 1) inclusion/diversity

(10 2) resources

(10 3) real needs

(10 4) gender

(10 5) overcommitted

(10 6) structures & processes

(10 7) membership

(10 8) communication

(10 9) organisational purpose & identity

(10 10) social issues

11. RELATIONSHIP BETWEEN DESIGNATED LEADERS & NON-

     POSITIONAL LEADERS

(11 1) designated leaders

(11 2) non-positional leaders

12. LEADERSHIP ROLE

(12 1) designated leaders

(12 1 1) team facilitator

(12 1 2) background support

(12 1 3) not essential

(12 1 4) communication

(12 1 5) shared leadership

(12 1 6) balancing diverse interests

(12 1 7) mentoring

(12 1 8) management

(12 1 9) coordinating

(12 2) non-positional leaders

(12 2 1) influence

(12 2 2) not essential

(12 2 3) contact person

(12 2 4) facilitator

(12 2 5) communication

(12 2 6) team member

13. EXPECTATIONS

(13 1) designated leaders

(13 2) non-positional leaders

14. UNDERSTANDING & EXPERIENCE OF LEADERSHIP

(14 1) being responsive

(14 2) recognising leadership in others

(14 3) women’s leadership

(14 4) lessons to learn

(14 5) shared power & responsibility

(14 6) limitations of positional leadership

(14 7) leadership for change

(14 8) leadership as process

(14 9) leadership & voluntary sector

15. CONFLICT/QUESTIONS

16. STRATEGIES

(16 1) planning

(16 2) collaborating

(16 3) communicating

(16 4) credibility

(16 5) networking

(16 6) empowering others

(16 7) lobbying

(16 8) coordinating

(16 9) consulting & research

(16 10) resourcing

(16 11) critiquing

(16 12) education

17. RECIPE FOR EFFECTIVE LEADERSHIP

(17 1) vision/goals

(17 2) consultation

(17 3) ability to collaborate

(17 4) openness

(17 5) empower others

(17 6) communication skills

(17 7) persistence/patience

(17 8) be organised

(17 9) honesty/integrity

(17 10) competence

(17 11) approachable

(17 12) humour

(17 13) analytical skills

(17 14) conflict resolution skills

(17 15) balance

(17 16) relationship building

(17 17) resources

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