Assessing the impact of chief development officers’ leadership style on gift officers’ fundraising performance at US private higher education institutions

Carrie Collins
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Carrie Collins: Chief Advancement Officer, Philadelphia College of Osteopathic Medicine, USA

Journal of Education Advancement & Marketing, 2020, vol. 5, issue 1, 73-91

Abstract: This paper seeks to provide an explanation for variations in gift officer (GO) performance at American private institutions of higher education and serve as a guide to hiring and coaching of GOs and the chief development officers to whom they report. First, there was no significant difference among GOs, as categorised by performance, regarding which in-role performance theory they credited most with their accomplishments in the last fiscal year. Further, high-performing GOs equally preferred four leadership styles that have been characterised as follower-focused. Statistical tests revealed that mid and low performers had no clear preference for a leadership style, demonstrating that the specific situation dictates which style they prefer. Finally, when comparing high performers to mid and low performers, leadership styles that are more supervisor-focused than follower-focused were ranked more highly by mid and low performers, which suggests that these particular leadership styles are not embraced by GOs who perform at a higher level.

Keywords: leadership; performance; fundraisers; gift officers; research study (search for similar items in EconPapers)
JEL-codes: M3 (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:aza:jeam00:y:2020:v:5:i:1:p:73-91

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