Nonprofit Organizations: A Non-Profit Analysis

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Non-profit organizations are a major contributor to social and economic well-being throughout the world. Where the creation of wealth for the owners are not the main goal, but rather the need to serve a social purpose while remaining financially sustainable (Moss, Short, Payne, & Lumpkin, 2010). McKeever and Pettijohn (2014) assert that the number of nonprofit organizations who registered from 2002 to 2012 with the IRS rose from 1.32 million to 1.44 million with an increase of 8.6%. These 1.44 million organizations are very diverse where it ranges from art, health, education to advocacy nonprofits.
While the total number of nonprofit organizations operating in the United States is unknown. In 2012, nonprofits registered with the IRS reported $2.16 trillion in revenues and $4.84 trillion in assets (McKeever & Pettijohn, 2014). This is a clear indication that these organizations see an increase in demand for services. However, nonprofits need
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In this regards, a certain toxic leader may behave very toxic in some way in a certain situation, but honorably in other cases. In addition, the type and degree of the harmful effect that the toxic leader creates may vary from case to case. Therefore, it would be interesting to explore how individuals cope with toxic leaders and how they relate to consequences of inappropriate leadership behavior.
However, the behavior of toxic leader can redirect employee efforts from focusing on the mission of the organization to self-protection and other unproductive behaviors (Harris, Kacmar, & Zivnuska, 2007). As the consequences of employees suffering can devastate organization success and lead to the destruction of the organization (Reed, 2004; Lipman-Blumen, 2005; Tepper,

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