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Satya Chattopadhyay Kania School of Management, University of Scranton Douglas Boyle Kania School of Management, University of Scranton Kurt Bauman Non Profit Alliance of NEPA Jesse Ergott, Neighborhood Works of NEPA

Jesuit Values for Non-Profit Sector: A Case study

Change is everywhere and management of change is one of the most important (pressing) challenges faced by leaders anywhere. “Change, by definition, requires creating a new system and then institutionalizing the new approaches,” (Eisenbach et. al, 1999). The leader is responsible for creating the new systems and structures, and must meld them into the organization culture. It is often inevitable that the organizational culture itself requires a re-cast. While technological and other resource environment changes often stand out in urgent need of attention, a more basic and pervasive necessity is to review and reset the ideological framework of the organization. Not-for-profit organizations, in addition to the organizational functions, also assume activist roles when they have to align their vision and missions to the changing regulatory requirements and shoulder increased governance responsibilities. Leadership training is vital for administrative success in the non-profit space. This scenario has driven the pace of academic institutions initiating programs that specifically support the leaders of the non-profit sector. The University of Scranton has launched a Non Profit Leadership Certificate program (now starting its 4th cohort) that extends the scope and mission of the Jesuit University to embrace and support the leadership of the non-profit sector of its immediate community. The platform of Jesuit values of Cura Personalis, Magis, Men and Women For and With Others, Unity of Mind and Heart, Contemplatives in Action, and Finding God in All things provide a firm underpinning for the core ideological missions of the non-profit sector, as well as their leadership style and focus. The delivery of the program also follows the Ignatian Pedagogical paradigm (Context, Experience, Reflection, Action, and Evaluation). The current study seeks to assess the effectiveness of the program by investigating the following: 1. Success in mapping of the Igantian values to the program learning outcomes 2. Perceived mapping of the program learning outcomes to the change management needs of the participants 3. Relevance of the Ignatian values to the organizational cultures of the participating leaders’ home organizations 4. Perceived impact of the Iganatian Pedagogical Paradigm (IPP) the “learning” of the participants 5. Areas of potential follow-up for alumni programming aimed at continuous lifelong learning 6. Areas for future improvements and modifications to the program The paper will report on the findings related to the items above based on a structured survey of a population of the cohorts of the program to date.