This research process is focused on the analysis of three axes which are Fair Treatment, Team Effectiveness, and Job Satisfaction of employees and decision-makers who are occupied in Nonprofit Organizations. Nowadays, the reduced financial flexibility imposes a careful delimitation of strategic communication that is implemented by Nonprofit Organizations. The aim is to examine a strategic communication process for a sustainable entrepreneurial environment. More specifically, this research attempts to find a possible correlation between the personal perception of each employee regarding the level he treated fairly in the working environment (Fair Treatment) and the existence of an effective team into which the employee feels he is a part of (Team Effectiveness). The purpose is to draw conclusions on how these two factors impact on the Job Satisfaction of the employee or decision-maker. The possibility to have correlations among the above axes can be operated as a feedback to highlight strengths and weaknesses of Nonprofit Organizations to their decision-makers.

Purpose – This paper aims to examine the Self-Other Agreement between leaders and employees in the sector of Libraries and Information Services (LIS) to construct a sustainable and strategic communicational process among library directors and staff. Design/methodology/approach – A sample of 135 leaders-employees of 17 organisations of LIS in more than five countries answered on a quantitative methodological research instrument in a multiplicity of variables. Statistical analysis of independent samples t-test was used to testify our research hypotheses. Findings – Results indicated that there is a difference in means between the two independent samples (leaders-employees). There are library leaders who rate themselves quite high, and there are employees who rate their leaders with lower evaluations. Research limitations/implications – This research extends and improves the matter of Self-Other Agreement in the sector of LIS through the collection of data that indicated a possible gap of communication and trustworthiness between leaders and employees. Practical implications – Regardless of the difference or the consensus of ratings among leaders and employees, the results of this research could be served as a stimulus plus as a starting point for library leaders by correcting or developing relations of communication and trustworthiness between them and their followers. Originality/value – Self-Other Agreement is one of the major factors that positively or negatively affect the overall operation of the organization in the way a leader could perceive the additional feedback. In the sector of LIS, the study of Self-Other Agreement is a rich and unexplored research area which deserves further analysis. © 2016, © Emerald Group Publishing Limited.