Abstract
An eight month’s quasi-experiment with fifty three non-profit organizations and three hundred participants, connects three streams of literature (organizational identity, identity leadership and leadership development), and tests if having organizational identity (OI) as the assembler for the different modules that prompt organizational development, leads to the development of participants identity leadership, leadership identity and improves organizations capability to enhance current processes as well as innovate.
OI assembling function has been recently identified but rarely studied in connection with identity leadership and to organizational exploitation and exploration as antecedents of performance.
This experiment advances the knowledge on how OI can become an integrative framework for individual and organizational development in nonprofits.