Gulliver Robyn E, Pittaway Charlie, Fielding Kelly S, Louis Winnifred R
School of Communication and Arts, The University of Queensland, St. Lucia, Brisbane, QLD 4072 Australia.
School of Psychology, The University of Queensland, St. Lucia, Brisbane, QLD 4072 Australia.
Voluntas. 2023 Mar 1:1-11. doi: 10.1007/s11266-023-00561-3.
Environmental activism organizations depend on recruiting and retaining individuals willing to engage in leadership tasks on a voluntary basis. This study examined the resources which help or hinder sustained environmental volunteer activist leadership behaviors. Interviews with 21 environmental volunteer activist leaders were analyzed within a Resource Mobilization Theory framework. While six resources supporting sustained engagement in volunteer activist leadership behaviors were identified, only three were sought by all participants: time, community support, and social relationships. Money, volunteers and network connections were considered valuable resources, however their acquisition generated significant additional administrative burdens. Social relationships sustained volunteer activist leaders through fostering feelings of positive emotions connected with the group. We conclude with suggestions for organizations seeking to increase retention of activist volunteer leaders: namely larger organizations sharing their resources to reduce administrative demands on volunteer activist leaders in smaller organizations; developing movement infrastructure groups to build and sustain networks; and the prioritization of positive relationships within volunteer teams.
环境激进主义组织依靠招募和留住愿意自愿承担领导任务的个人。本研究考察了有助于或阻碍持续的环境志愿者激进主义领导行为的资源。在资源动员理论框架内，对21位环境志愿者激进主义领导者进行了访谈并进行了分析。虽然确定了六种支持持续参与志愿者激进主义领导行为的资源，但所有参与者都只寻求三种资源：时间、社区支持和社会关系。金钱、志愿者和网络联系被认为是有价值的资源，然而获取这些资源会产生大量额外的管理负担。社会关系通过培养与团体相关的积极情感来维系志愿者激进主义领导者。我们最后为寻求提高激进主义志愿者领导者留存率的组织提出了建议：即较大的组织共享资源，以减轻较小组织中志愿者激进主义领导者的管理需求；发展运动基础设施团体以建立和维持网络；以及优先考虑志愿者团队内部的积极关系。
