Helen Lowman, Ph.D. is a 2020 graduate of the PHD Program in Leadership and Change at Antioch University.
Dr. Helen Lowman at her Dissertation Defense.
From L-R: Dr. Mitch Kusy, Committee Chair, Dr.Jon Wergin, Committee Member, Dr. Kathy Kretman (not shown), Committee Member
- Mitch Kusy, Ph.D., Committee Chair
- Jon Wergin, Ph.D., Committee Member
- Kathy Kretman, Ph.D., Committee Member
Nonprofit, Non-profit, Executive Director, Chief Executive Officer, ED, CEO, Leader, Leadership, Rebrand, Change, Relevance, Iconic, Legacy, Innovation, Change, Portraiture
In the United States, we often refer to the social sector as one leg of a three-legged stool. The private and public sectors support the other two legs. The social sector made up of nonprofit, nongovernmental, and charity organizations, contributes to the development of American society by focusing on social good rather than the desire to make profit. For decades, the sector has functioned as the social conscience of our society. However, many iconic, legacy nonprofits have struggled to keep their relevance in today’s world: their creation tied to a past societal problem, their mission and brand no longer germane to today’s generations. This study examined top-level—Chief Executive Officer (CEO)—leaders of iconic, legacy nonprofit organizations who have worked to implement reform and change through rebranding for renewed relevance. The research looked particularly at these primary areas: (1) What drove the leader to innovate and rebrand their organization and what does it mean to them personally and professionally? (2) What leadership practices did the CEO incorporate to allow the changes and reforms to be successful and why does the CEO believe they worked? The research methodology utilized for this dissertation was qualitative portraiture; portraiture interviews were audio and video recorded for research purposes. This research adds to the body of knowledge about successful leaders of iconic nonprofit organizations and the best practices for achieving renewed relevance through nonprofit rebranding. This research could aid with building an awareness of the successes and challenges of nonprofit leaders and could increase the interest of potential organizational stakeholders in the future. Six supplemental Mp4 video files of participant interviews accompany this dissertation. This dissertation is available in open access at AURA: Antioch University Repository and Archive, http://aura.antioch.edu/ and OhioLINK ETD Center, https://etd.ohiolink.edu/.
Lowman, H. A. (2020). Building Renewed Relevance: Portraits of CEOs Rebranding Iconic Nonprofit Organizations. https://aura.antioch.edu/etds/570