Nonprofit groups deeply rely on their executives to fulfill a demanding, often isolated, role leading the group in carrying out its mission. Although much research has focused on the effects of these leaders and great investment has been made in developing a talent pool to fill nonprofit leadership needs, almost no research has explored the experiences of nonprofit executives themselves. For nonprofit boards and nonprofit leadership development programs, this is a serious deficit in understanding the factors that drive engagement or withdrawal from the job. This paper reports the results of a two-phase mixed methods research study that applied the Job-Demands Resources (JD-R) Model to understanding the energizing and depleting elements of professional life as a nonprofit executive. Phase 1 featured in-depth, firsthand interviews with nonprofit executives from a variety of groups. Phase 2 progressed the research with a quantitative analysis of survey responses from more than 100 active nonprofit leaders. The results of both studies reveal important insights to supportively motivate and retain these critical executives: (1) leaders fulfill very unique jobs, although the JD-R model can provide an organizing framework for understanding their depleting demands and energizing resources; (2). Boards of Directors can act as a demand or a resource, and executives' (dis)satisfaction with their Boards importantly predicts turnover and burnout; (3) executives need more social support in doing a sometimes lonely job. Limitations and future directions for research are also discussed.

中文翻译：

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了解非营利组织领导者的敬业度和流动率：工作需求和资源的故事

非营利组织深深依赖其高管来履行要求较高且往往孤立的角色，领导该组织履行其使命。尽管许多研究都集中在这些领导者的影响上，并且在开发人才库以满足非营利组织领导需求方面投入了大量资金，但几乎没有研究探讨非营利组织高管本身的经历。对于非营利组织董事会和非营利领导力发展项目来说，在理解推动参与或退出工作的因素方面存在严重缺陷。本文报告了一项两阶段混合方法研究的结果，该研究应用工作需求资源 (JD-R) 模型来了解非营利组织高管职业生活中的激励和消耗要素。第一阶段对来自不同团体的非营利组织高管进行了深入、第一手的采访。第二阶段通过对 100 多名活跃的非营利组织领导者的调查回复进行定量分析来推进研究。这两项研究的结果揭示了支持性激励和留住这些关键高管的重要见解：(1) 领导者履行非常独特的工作，尽管 JD-R 模型可以提供一个组织框架来理解他们的消耗性需求和激发资源；（2）。董事会可以充当需求或资源，高管对董事会的（不满）满意度可以重要地预测人员流动和倦怠；(3) 高管在从事有时孤独的工作时需要更多的社会支持。还讨论了研究的局限性和未来方向。