LEADERSHIP IN NON-PROFIT ORGANIZATIONS

Leadership in Non-Profit Organizations

Leadership in Non-Profit Organizations

Introduction

As a leader in “Non-profit organization” (NGO) ascends the ladder of power and authority in the Non-profit organization, the expectations for leadership increase. Increased positional authority and visibility attract greater attention to and reliance on the manager's leadership style. In fact, from an administrative perspective, leadership is the main element that integrates management functions from planning to evaluation. A great deal has been written about leadership, even in the not-for-profit sector, and the coverage here will be necessarily brief. This paper discusses leadership in non-profit organizations with example of leadership at NAACP (National Association for the Advancement of Colored People).

Discussion

Leadership is a complex phenomenon that could be examined and explained from a variety of perspectives. The perspective presented here addresses responsiveness to the organization's atmosphere and both the effectiveness and the efficiency issues confronting today's Non-Profit administrators. We will first review some of the current perspectives on leadership at nonprofit organizations and then look specifically at management of change, a main aspect of leadership in the current dynamic Non-Profit setting. (Finch, 2001)

Various theories have been proposed to describe leadership, and some are briefly mentioned here. Trait theories originated with the idea of the “great man” (historically in Western culture, women were not often considered as great leaders): leaders were seen as effective based on inherent traits. In another vein, it may be said that NAACP leaders follows the approach of the U.S. Army, that describes leadership with the words be, know, and do. According to this perspective, who the leader is as a person (“be”) is fundamental to successful leadership, with a particular focus on personal ethics. The other two aspects of leadership know and do, represent leadership behavior, often framed as competencies. The path-goal approach instructs leaders to assess followers' goals and provide leadership that enables them to reach these goals, which need to be aligned with managerial goals. Finally, leader-member exchange suggests that developing positive relationships with subordinates enhances leader effectiveness. (Dym, 2005)

Important Aspects of Leadership and Management of Non-profit Organizations

1. Transactional and Transformational Leadership

Transforming leadership is based on the ideal of unified effort, with leader and follower both working on behalf of goals to which each subscribes. Transactional leadership, in contrast, does not require a common goal for leader and follower; instead, divergent interests are recognized, and the leadership practice becomes a kind of quid pro quo bargain in pursuit of separate but complementary aims. This is essentially an exchange relationship between leader and followers, with each agreeing to do things to accommodate and to various degrees get to the requirements of the other. Idealized influence involves articulating and implementing ethics and principles that others admire. Inspirational motivation uses vision and high expectations to provide focus for workers, and the support and encouragement for them to succeed. Intellectual stimulation encourages innovation and creativity, and individualized consideration provides mentoring and coaching. (Herman, 2009)

Transactional leadership is easier and more common, whereas transformational leadership is more challenging ...