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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. [ABSTRACT FROM AUTHOR]

Volunteers play critical roles in leading the activities of environmental organizations seeking to address the environmental crisis. Despite their importance, we know little about the factors that motivate individuals to engage in different environmental volunteer behaviors. Drawing on an extended Theory of Planned Behavior model, this study surveyed 259 experienced environmental volunteers who had participated in a range of environmental volunteer "leadership" and "participation" (i.e., nonleadership) behaviors to identify factors associated with these behaviors. Findings indicate that higher self-efficacy beliefs about specific leadership tasks, and higher past participation in participation behaviors, were significant predictors of engaging in more leadership behaviors. Higher self-efficacy and stronger identification as an environmental volunteer also predicted increased participation behaviors, as well as a younger age. Qualitative analysis of open-ended responses highlighted the importance of organizational factors such as training opportunities and receiving support and appreciation from the group in building leaders' self-efficacy. [ABSTRACT FROM AUTHOR]