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How a leader of a nonprofit organization can find ways to continually motivate and challenge his her employees and volunteers while maintaining high morale

...... 3. Participation
Job participation entails joint decision making or influence sharing between employees and managers (Doucouliagos in Perry, Mesch, and Paarlberg, 2006). Review by Perry et al. (2006), however, demonstrates that whilst participation may have positive effects on affective attachment to organization, it has only a small positive effect on performance. On the other hand, employees who perceive themselves to be more in control at work are more satisfied, more motivated, and more committed to the organization. Aside from employee participation being of technical value to organizational goals, it also provides a perk in that it may have a stronger impact on employee satisfaction in that they perceive themselves as being heard and as having a stake in organizational running. As Locke and Schweiger (1979; quoted by Perry et al. (2006)) however note: numerous contextual features such as organization size, task complexity, quality of existing working relationships, and leadership skills influence the association between performance and participation. Clarity regarding value of participation has therefore not been conclusively reached. What is unquestionable however is that clear communication between all teams is a prerequisite. Jardina, herself, relies heavily on participations. As she noted I am open to all