Welcome to Research Friday! As part of a continuing weekly series, each Friday we invite a nonprofit expert from our academic faculty to highlight a research report or study and discuss how it can inform and improve day-to-day nonprofit practice.

Where do nonprofit leaders, managers, volunteers, donors, and other stakeholders go when searching for information pertinent to their roles? This is a question our faculty, staff, and student team asks frequently in our quest to meet our Center's mission to help build the capacity of the social sector for those who lead, manage, and support nonprofits.

Through informal discussions we've had with stakeholders, it seems there are a few preferred sources of information. The Chronicle of Philanthropy, Nonprofit Times, Social Innovation Review, and Nonprofit Quarterly are a few industry specific publications that are considered "go to" sources of knowledge. If you're looking for more scholarly contributions, academic journals like Nonprofit and Voluntary Sector Quarterly, Nonprofit Management and Leadership, and…

Over the years, lives have been transformed by the uniquely structured missions of organizations at the hands of businessmen and women, donors, volunteers, and common change-makers alike.

However, throughout the history of philanthropic ventures, many trials and triumphs have shaped the nonprofit sector into what it has become today. The nonprofit sector has and will continue to evolve to face these challenges, especially in the way relationships are formed and maintained between all benefiting parties.

How we relate to one another in this sector is ever-changing — and not just because of how we interact in our technologically advanced, Facebook/Twitter world. It's ever-changing because our definition of engagement within the causes we believe in are changing. The real test of a nonprofit's survival is its staff members' willingness to not only embrace this ideology, but to channel it constructively.

When we adapt to this change, we must learn to not think of the benefit to ourselves, donors, business partners, or the community alone. We must address the needs and goals of each equally and in a way that is mutually beneficial in order to build strong, sustained relationships.

I was first introduced to this concept in a volunteer management class. My instructor, Kelly Ramella, introduced an important three-way Venn diagram: the circles…

Becoming a great nonprofit leader... what does it look like and how does one achieve it? The topic of leadership has been deliberated at great length. Books have been written and studies have been published, but the focus has primarily been on the private sector. And, let's face it: while there are similarities in the attributes needed in both the private and nonprofit sectors, there are also some distinct differences.

I've identified seven key areas of focus that are necessary to become a great nonprofit leader. I believe these attributes may be learned and practiced to produce a great leader — you don't have to be born with them to demonstrate great leadership! The seven key leadership competencies are:

Being clear on your mission and purpose as a leader means choosing to be part of an organization where you are passionate about the work. It's about being fully aligned with your organization with an unwavering commitment to its vision and mission.

Dedicating yourself to continuous learning is at the core of investing in yourself and others. Staying current on trends and insisting on creating work/life balance are also key components.

Thinking strategically involves partnering with a diverse mix of key stakeholders to determine the direction of the organization based on the current environment and what's possible. It's about flexing and adapting as opportunities…

Welcome to Research Friday! For this week's post, we welcome Angela Francis, Senior Associate, from Nonprofit Finance Fund to discuss NFF's recently released State of the Sector survey findings. We've had a great response thus far to Research Friday, our weekly series on nonprofit research. We welcome your comments, feedback, and suggestions!

At Nonprofit Finance Fund (NFF), we use data and capital to drive our work with nonprofits and their funders nationwide. One source of data informing this work is our annual State of the Sector Survey. Earlier this year, nearly 2,000 nonprofit leaders completed the survey, and the results help us to better understand and communicate the economic reality facing nonprofit practitioners on the ground. In a previous Research Friday post, I covered some key survey takeaways on the increased demand for services in 2011, and how this is communicated to funders. This week, I want to delve a little deeper into the survey responses that we received in another key area: cash available to manage risk.

As we work with clients, provide workshops, and present on nonprofit finance issues, one question pops up again and again: how much cash cushion should a nonprofit have? One of my NFF colleagues recently explained why the answer is different for every…

There are people who think of work-life balance in a Utopian way — where work and life responsibilities are lines in the Zen garden of life. When those same people realize how fictionalized that image is, they often give up on the daydream and get back into the thick of their work. But it doesn't have to be this way!

In Spring 2010, I administered an informal survey as part of a Public Allies independent study project. I asked nonprofit professionals about their views on work-life balance and how it effects their day-to-day lives. I have to say, the results were pretty fascinating.

People responded in every way possible. Some outright claimed that their organizations hinged on staff being overworked and underpaid. Some acknowledged their efforts to make balance more a part of their supervision style. Others responded that balance is dependent on very personal practices.

So, how can nonprofit professionals realistically tackle work-life balance? Ultimately, it's a tight rope act. And, by thinking this way, we can begin to gain some much-needed perspective:

A strong foundation and set-up is crucial.

If the tight rope line and its supportive structures are too tight or rigid, it's hard to maintain your footing. You first fatigue from trying, then you ultimately fall off. On the other hand, if the line is too loose, it's tricky to orient yourself — you just can't trust where your…