The fallacy of giving advice

Have you ever been micro-managed? Have you ever been told ‘to the letter’ what to do in a given situation? Or maybe as a leader you have also fallen into the trap of giving advice? We challenge the assumption that leaders should have the answer for everything. Occasionally, directing works, however, do it too often and at one point, it will turn out to be bad advice. The logical consequence is that leaders work on and increase the quality of the advice they give. We showcase that the alternative to leaders giving ‘bad’ advice is to not give advice at all. We shed light on the concept of leaders acting as coaches and how leaders can empower others to find their own answers. Specifically, we highlight four mind shifts in which leaders can engage if they want to use a coaching style: from ignoring emotions to empathy, from directing to empowering, from problem-focused to solution-focused and from weakness to strengths.     

The giving standard: conditional cooperation in the case of charitable giving

• In this study, we make a first attempt to investigate the mechanisms of conditional cooperation in giving outside experiments, using retrospective survey data on charitable giving (the Giving the Netherlands Panel Study 2005 (GINPS05, 2005 ; N = 1474)). Our results show that in the case of door‐to‐door donations, social information affects perceived social norms for giving and, through this perception, influences the level of actual donations. The effect of social information on actual door‐to‐door donations is fully mediated by perceived social norms for giving. Furthermore, we found empirical support for the giving standard hypothesis. People in different income categories donate roughly the same amounts in separate instances (they use the same social information), and as a result people in lower income households donate a higher percentage of their income to charitable organizations.

Copyright © 2010 John Wiley & Sons, Ltd.     

The coming of age of major giving

The beginning of the 21st century may well usher in a golden age of major gifts. Not only are those donors born at the beginning of the twentieth century distributing their wealth, but ‘Baby boomers’ and ‘Generation X’ are accumulating significant assets at much younger ages. Each generation appears able and willing to make larger donations to charities. By rethinking major gifts strategy charities can benefit from the increasing wealth and affluence.Copyright © 2000 Henry Stewart Publications.     

Marry capital giving cycle with deferred giving cycle

This article suggests a way to transform the future to the present by transferring planned giving techniques into capital campaigning. The author discusses the merits of his case by instilling the needs of the donor first and the success of the institution as a natural second.     

Payroll giving in the UK: donor incentives and influences on giving behaviour

Payroll giving became tax effective in 1987. Since then, it has grown steadily, but has never reached the success of payroll giving in the USA, where it accounts for the highest yielding and lowest cost form of fundraising. This paper looks at payroll giving in the UK and reports the findings of a large scale survey of payroll givers. It also examines tax reliefs in encouraging giving through the payroll, and the role of stakeholders in such charities, companies and agency charities. Copyright © 2002 Henry Stewart Publications     

Charitable giving and cognitive ability

• This paper presents the first detailed examination of the relationship between cognitive ability and charitable giving using both cross‐sectional and longitudinal analysis. Data from a nationally representative, longitudinal survey of U.S. adults over age 50 indicated that higher cognitive ability—measured through a variety of cognitive tests—was associated with a higher probability of charitable giving, even after controlling for such intervening mechanisms as age, income, wealth, health, and education. This was true in comparisons both across different people at one point in time and within the same persons at different points in time. Understanding this relationship may affect the content and timing of appropriate charitable marketing approaches and help to explain other associations found in previous research on charitable giving.

Copyright © 2010 John Wiley & Sons, Ltd.     

Gender differences in charitable giving

This paper examines the mechanisms for giving by investigating the psychological and values differences between men and women's motivations for giving. We explored two of the eight mechanisms for giving developed by Bekkers and Wiepking as a framework for why people give—principle of care and empathic concern. Are there differences in these motives for giving by gender, and can these differences in values and the psychological benefits that people receive when making donations explain gender differences in charitable giving? Are women more likely to give and give more than men because of their higher levels of empathic concern and principle of care? We used two US national data sets to test our hypotheses. Our results for both data sets indicate significant differences in motives by gender, as well as differences in the probability of giving and amount given by gender, even after controlling for empathic concern and principle of care measures. Our findings are discussed in terms of the importance of viewing charitable giving through a gender lens as well as practical implications for practitioners. Copyright © 2011 John Wiley & Sons, Ltd.     

The determinants and effects of actual,abandoned and contested mergers

This paper reports the results of research aimed at exploring why some takeover bids give rise to merger while other do not and, using as a basis of comparison matched samples of actual and abandoned mergers, the performance effects of mergers. In this work, 50 cases of abandoned mergers occurring between 1965 and 1975 were analysed against a matched sample of 50 actual mergers. In addition, 33 cases of contested bids were also analysed. Variables used reflected managerial, shareholder and financial strength considerations. Analysis covered a period three years before to three years after each bid. Techniques of analysis were differences of means and discriminant analysis. The results show that there are important differences between target companies that are acquired and those that successfully resist takeover bids. They also show the influence of managerial and financial variables as the key to a successful takeover bid rather than variables reflecting shareholder interests. Analysis of the effects of the outcome of the bids suggests that companies involved in abandoned mergers recorded a stronger performance over the subsequent 1–3 years than those that made acquisitions, especially where shareholder and financial considerations are concerned. Target companies that resisted takeover bids showed a significant performance improvement.     

Strategic giving and the nursing shortage

• Health care organizations in the United States face a significant nursing shortage, which seriously impacts the quality and availability of health care. Confronting this challenge requires involvement from organizations beyond the public sector. This paper explores an initiative by Blue Cross and Blue Shield of Florida, exemplifying the concept of ‘strategic philanthropy,’ to contribute their financial resources and strong institutional ties to respond to the current and future shortage of nurses in Florida. Through this intervention, the company and partnering organizations hope to benefit the health care sector, the public, and themselves from the outcomes associated with the generation of a greater supply of nurses.

Copyright © 2006 John Wiley & Sons, Ltd.     

America's worst charities: The effect of bad press on philanthropic giving behavior

Negative media stories about nonprofits can potentially lead to decreased financial donations. We used agenda setting theory to study donors' perceptions of what could arguably be called one of the most negative nonprofit media stories in recent times: the 2013 Tampa Bay Times report titled “America's worst charities.” This news story identified and ranked America's 50 worst charities based on solicitation (i.e., fundraising) costs and was investigated further by CNN. We surveyed 655 individuals in August 2016 and found that approximately 3 years since the story had aired, 278 (42.4%) of the sample still remembered the news story, and the majority of them reported that it negatively influenced their thinking (63%) and philanthropic donation behavior (62%). These findings have implications for nonprofit media relations and fundraising.