In business, informal relationships between Executives, Organizations and other elements of the political, economic and social contexts are perceived as fundamental to personal and organizational success.
Considering that the challenges of Third Sector Organizations are the same as those of the other two and also that the fact that they have noble missions does not mean neglecting leadership, accountability, performance and results1, it is understood that the Professional Networking behaviors of these executives are fundamental to improving their activity. In fact, it is said that the leaders of Third Sector Organizations have a highly complex network of stakeholders to manage and that the skills of managing relationships with these stakeholders is critical to the survival and success of this type of modern Organizations…
