| This qualitative case study examined how not for profit (NPO) leaders imposed economic conflict---reduction of physical, human, financial, or technological resources---to effectively fulfill their organizational mission. Recent studies of NPOs have addressed conflict management, but there was a gap in the literature regarding deliberate use of internal economic conflict as a strategy and as a means to enhance mission effectiveness. A resource scarcity model was chosen as a conceptual framework for investigating whether economic conflict lead to organizational effectiveness for social change in NPOs. This research examined the role of leaders relating to the imposition of economic conflict to enhance mission effectiveness. Evidence from 6 NPOs in the state of North Dakota illuminated the problems faced by NPOs and their leaders in relation to accountability and mission fulfillment. Data consisted of narrative information on beliefs, experiences, and interactions relating to the strategy of imposing economic conflict. Through interviews, detailed questions relating to the imposition of economic conflict were asked of executive directors, staff, and board members in the 6 organizations. Results indicated imposition of economic conflict by leaders was not detrimental to motivation of staff or trust of executive directors. Findings from the study enhance understanding of NPO leadership, illuminate the quality of knowledge about NPOs, and reveal a model based on the strategy of leadership imposing economic conflict on the organization that NPO leaders might use in pursuing effective mission fulfillment to achieve positive social change. |
