Boundary-Crossing Careers of Senior Human Service Administrators: A Cross-Case Analysis

Little attention has been given to the boundary-spanning capabilities of human service managers seeking to effectively manage the relationship between public and nonprofit sector programs. This exploratory study begins to identify those capabilities by documenting the boundary- crossing career trajectories of senior human service managers and directors in the US and UK. The purpose of the study is to identify the lessons learned by senior managers as they reflected, in retrospect, on their careers in both sectors.