LEARN TO LEAD - Civil Air Patrol

VOLUME FOUR STRATEGIC PERSPECTIVESCHAPTER OUTLINEThis chapter’s readings are:Leadership for VolunteersRichard Cummins, “Leadership for Volunteers: TheWay It Is and The Way It Could Be,” Journal of Extension36, no. 5 (1998).Take Root:Volunteer Management GuidebookCorporation for National & Community Service &Hands On Network, “Take Root: Volunteer ManagementGuidebook,” (2010).management and membership support, 68 unpaid corporateofficials, and 61,000+ volunteers. Our funds comefrom private donations, member dues, and Congressionalfunds funneled through the Air Force. Our oversightcomes from 11 appointed members of a Board of Governors,a national commander and vice commander elected bycorporate officers, and Air Force officers and enlistedairmen assigned to CAP-USAF billets. Our organizationalstructure and missions are determined by Congress andthe Air Force. This description indicates that CAP as anorganization doesn’t clearly fall into either the public orprivate category, but pulls some characteristics from each.The Hierarchy of Ethical Values inNonprofit OrganizationsRuth Ann Strickland & Shannon K. Vaughan, “TheHierarchy of Ethical Values in Nonprofit Organizations,”Public Integrity 10, no. 3 (2008): 233-251.The New Look of TransparencyKristin Clarke, “Clear: The New Look of Transparency,”Associations Now (November 2010).Public & Private ManagementGraham T. Allison Jr., “Public & Private Management:...Alike in All Unimportant Respects?,” Setting PublicManagement Research Agendas, OPM Document 127-53-1 (February 1980): 27-38.CHAPTER GOALS1. Give examples of effective strategiesfor leading volunteers.2. Defend the idea that organizationsshould be held to high ethical standards.3. Comprehend key differences in leadingpublic and private organizations.43