Purpose

This research paper takes an interdisciplinary approach, drawing from empirical data, to explore the relationship between organisational change management and strategic leadership to promote growth in value-driven, membership-based organisations through a qualitative multi-case-based analysis and to provide a discussion on the philosophies and practices of leadership teams which underpin successful organisational change within such not-for-profit organisations.

Design/methodology/approach

Each participating organisation had 700+ members, had previously experienced prolonged periods of auditable membership growth and employed distinctly different organisational models to facilitate growth. A qualitative multi-case study approach was adopted informed by 32 interviews with eight leadership teams. A thematic analysis provided a comparative review of responses.

Findings

All case study organisations emphasised the significance of strategic leadership teams and clearly communicated vision and flexible organisational structures as central to their strategic planning and subsequent growth. This builds on previous research which has explored organisational change in not-for-profit organisations and strategic leadership in not-for-profit organisations, which explores the strong linkages between the roles and functions of strategic leadership, organisational structures designed with the adaptive capacity to manage continuous and convergent change and their impact on sustained growth. Such linkages are more specifically supported by extended tenure of office for those in senior leadership roles, clear delineation of roles and responsibilities, the adoption of an outward growth-oriented focus and adaptable structures that encourage wider participation in leadership and management functions for the fulfilment of the organisation's mission. Most significantly, these organisations plan with change and growth in mind.

Practical implications

The findings of this research have transferable value to other not-for-profit, membership-based, value-driven organisations as well as other faith-based organisations, which will help to provide future linkages between leadership structures, decision-making and organisational design and its impact on the not-for-profit organisations' capacity for sustained growth.

Originality/value

This research challenges previous conceptions on UK church growth trends and observes that all the case organisations presented different organisational structures which were intentionally designed, context specific and developed by leadership teams with sustained growth in mind. Results from psychometric testing of participants confirmed that senior leaders of large value-driven organisations that have demonstrated a capacity for sustained growth are consistently likely to exhibit leadership characteristics which demonstrate a balanced capacity for personal humility and a committed resolve or professional will, which is also reflected in a pragmatic-type leadership style, building on previous psychometric testing research in this context.

中文翻译：

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非营利、会员制、价值驱动组织的战略领导、变革和增长

目的

本研究论文采用跨学科方法，利用实证数据，探索组织变革管理与战略领导之间的关系，通过基于多案例的定性分析促进价值驱动、基于会员的组织的增长，并提供讨论关于支持此类非营利组织内成功组织变革的领导团队的理念和实践。

设计/方法/途径

每个参与组织都有 700 多名成员，之前经历了长时间的可审计成员增长，并采用截然不同的组织模式来促进增长。通过与八个领导团队的 32 次访谈，采用了定性多案例研究方法。专题分析提供了对答复的比较审查。

发现

所有案例研究组织都强调了战略领导团队的重要性，并将清晰传达的愿景和灵活的组织结构作为其战略规划和后续发展的核心。这建立在之前的研究之上，该研究探索了非营利组织的组织变革和非营利组织的战略领导，探索了战略领导的角色和职能、设计具有适应能力的组织结构之间的紧密联系管理持续和趋同的变化及其对持续增长的影响。高级领导职位的任期延长、角色和责任的明确界定、采用外向增长导向的重点和适应性强的结构，鼓励更广泛地参与领导和管理职能，以实现组织的使命。最重要的是，这些组织在计划时会考虑到变化和增长。

实际影响

这项研究的结果对其他非营利、会员制、价值驱动的组织以及其他基于信仰的组织具有可转移的价值，这将有助于在未来提供领导结构、决策制定和组织设计之间的联系及其对非营利组织持续增长能力的影响。

原创性/价值

这项研究挑战了先前关于英国教会增长趋势的观念，并观察到所有案例组织都呈现出不同的组织结构，这些组织结构是有意设计的、特定于背景的，并且由领导团队开发并考虑到持续增长。参与者的心理测试结果证实，大型价值驱动型组织的高级领导者如果表现出持续增长的能力，则可能始终表现出领导特征，这些特征表现出个人谦逊和坚定的决心或专业意志的平衡能力，这也是反映在务实型领导风格中，建立在以前的心理测量研究的基础上。