Table 1. Characteristics of Leader-Dominated and Community-Based Organizations

In a Leader-Dominated Organization	In a Community-Based Organization
One person primarily drives the service.	A broad range of people within the community support the service.
The organization depends on one person to handle most responsibilities.	The organization relies on an interconnected system of people with different responsibilities
The director serves as an officer on the board of directors	The director serves as staff support to the board of directors.
The leader drives the board's agenda; the board rubberstamps the leader's wishes.	The leader relies on board members, with their organizational knowledge and community perspectives, to drive the agenda for the organization.
Staff retain critical information mostly in their heads.	Staff document processes, decisions, etc., for future reference.
The organization depends on a few funding sources, often one-time grants from outside the community.	The organization has a diversified funding base that includes support from local individuals and organizations.
Jobs are created for particular people, who are the leader's choice.	Jobs are designed to help the organization meet the expressed needs of the community.
The leader does not explain staff transitions or the reasons behind job restructuring.	The leader shares information and allows time for staff and volunteers to process the impact of transitions. When possible, the leader, the staff, and the volunteers jointly plan how to handle the impact.
The leader varies the hiring process according to the circumstances or the people involved.	Hiring practices are objective, thorough, and standardized, inviting participation from staff, volunteers, and members of the community.
Staff, board members, and volunteers share information on the basis of their personal agendas.	Staff, board members, and volunteers share all relevant information and jointly decide how to use it.
The organization focuses on getting the community to accept and support a service.	The organization focuses on ensuring that services contribute to the good of the community.
The fundamental struggle is to promote a particular vision and manipulate others to support it.	The fundamental struggles is to find ways and means to do what the community wants.

Table 2. Indicators of Leader-Dominated and Community-Based Organizations

Leader Dominated or Stressed Organization	Mature, Community-Based Organization
The organization tells the community what it needs.	The organization asks the community what it needs.
The leader imposes an agenda on the board. The organization imposes an agenda on the community.	The leader and the organization describe options for action and seek community feedback when making decisions.
The organization participates in larger community activities when there is an obvious self-interest to do so.	The organization regularly stays informed of and participates in the activities of the larger community.
The organization focuses on obvious beneficial or necessary relationships (clients, funders, volunteers, professional peers, etc.)	The organization builds a broad network of relationships.
Relationships are cultivated for their potential direct benefit (money, services, or influence).	Relationships are cultivated broadly throughout the community without an emphasis on potential direct benefits.
The organization does not share information unless there is a clear benefit in doing so.	The organization regularly shares information about issues, activities, and outcomes.
The organization resists when asked to justify, explain, or document actions.	The organization expects to be fully accountable to the public for all actions.
Communication is one-way, often with an informal heirarchy based on personalities rather than job responsibilities.	Communication is multidirectional, respecting but not limited to heirarchy.

People generally visualize a person gaining domination by taking specific, direct action. Yet passivity also can be an effective tool when used indirectly to manipulate people, activities, or decisions. The result of the two strategies is the same: control of the organization.

By not sharing all relevant information early enough for the board to make informed evaluations, a leader can control the decisions that the board makes. By establishing a culture that does not welcome questions and by giving the board only one perspective, a leader can ensure that his or her ideas prevail. By ignoring requests for reports, a leader does not have to organize, seek, or share information. By passively resisting accountability, a leader can avoid unflattering feedback.

If a nonprofit organization primarily depends on the strength, the influence, or the willpower of one person, it risks a crisis if that person disengages from the organization. Also, the whole organization may be operating under the unacknowledged biases, natural habitats, or personal preferences of one person. It may be inadequately positioned to listen and respond to the community it is intended to serve.

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