Supersizing Philanthropic Leadership: The Case of the Salvation Army Ray and Joan Kroc Center

Authors

Patricia Phillips, Match FactoryFollow
Theresa Ricke-Kiely, University of Notre Dame

Abstract

Nationally, minority- and women-owned businesses suffer inequity in the construction marketplace(Blanchflower2008; Bloch 2003). In a world where the "good old boys" network can dominate the bidding and awarding of contracts, it may seem overwhelming for a small, private, faith-based nonprofit to seriously consider making an impact on the contract-awarding process. After an analysis of this case study using Spear's (2004) servant-leadership framework, we conclude that the Salvation Army created an impact, with millions in contract dollars going to unlikely candidates to serve its mission and promote community transformation.

Recommended Citation

Phillips, Patricia and Ricke-Kiely, Theresa (2014) "Supersizing Philanthropic Leadership: The Case of the Salvation Army Ray and Joan Kroc Center," International Journal of Servant-Leadership: Vol. 10, Article 11.
DOI: 10.33972/ijsl.117
Available at: https://repository.gonzaga.edu/ijsl/vol10/iss1/11

Copyright Information

Copyright 2014 The Author(s). All rights reserved