How volunteers sense their ownership of the job
The relationship between leadership, perceived control and psychological ownership
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Concern with the successful management of non-profitorganizations (NPOs) has become an issue of growingconcern to organizations and managers in recentdecades. leaders of for-profit organizations canlearn from their NPOs counterparts, especially in theareas of motivation and productivity of knowledgeworkers. However, rigorous empirical researchexploring management of volunteers workingin NPOs has been surprisingly sparse. One of thereasons for this might be that we did not havecoherent, well-established frameworks forunderstanding what drives volunteer behaviour inNPOs, notably the level of par...
Concern with the successful management of non-profit
organizations (NPOs) has become an issue of growing
concern to organizations and managers in recent
decades. leaders of for-profit organizations can
learn from their NPOs counterparts, especially in the
areas of motivation and productivity of knowledge
workers. However, rigorous empirical research
exploring management of volunteers working
in NPOs has been surprisingly sparse. One of the
reasons for this might be that we did not have
coherent, well-established frameworks for
understanding what drives volunteer behaviour in
NPOs, notably the level of participation or
withdrawal from the organization .The present study
applied a psychological ownership approach to
understanding volunteer behaviour in NPOs. This study
investigates the relationship between leadership
styles (e.g., taskoriented, relationship-oriented and
participative leadership style), perceived control,
psychological ownership of the job and several
volunteers work attitudes. Particular
attention is given to turnover intentions,
psychological withdrawal and senses of
responsibility.
organizations (NPOs) has become an issue of growing
concern to organizations and managers in recent
decades. leaders of for-profit organizations can
learn from their NPOs counterparts, especially in the
areas of motivation and productivity of knowledge
workers. However, rigorous empirical research
exploring management of volunteers working
in NPOs has been surprisingly sparse. One of the
reasons for this might be that we did not have
coherent, well-established frameworks for
understanding what drives volunteer behaviour in
NPOs, notably the level of participation or
withdrawal from the organization .The present study
applied a psychological ownership approach to
understanding volunteer behaviour in NPOs. This study
investigates the relationship between leadership
styles (e.g., taskoriented, relationship-oriented and
participative leadership style), perceived control,
psychological ownership of the job and several
volunteers work attitudes. Particular
attention is given to turnover intentions,
psychological withdrawal and senses of
responsibility.
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