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Building the Knowledge Base of Nonprofit Management:
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Leadership Styles and Leadership Change in Human and Community Service Organizations
Abstract
This article describes and analyzes leadership styles and leadership
change in human and community service organizations. Based on the
assumption that leadership styles must adapt to changing environments,
four case studies of human and community service organizations are
presented in an effort to determine the appropriate leadership style
for each of the organizations described at different stages of the
organizational life cycle. Emphasis is placed on the need to adapt
leadership styles to the unique circumstances that prevail in the
organization, based on a theoretical model that integrates different
perspectives on leadership roles. The main argument is that in order
to be effective, leaders must develop awareness of and sensitivity to
changing situations and organizational constraints. Specifically, they
should know when to adopt a task-oriented style versus a
people-oriented style and when to adopt an internal versus an external
orientation. (PsycINFO Database Record (c) 2007 APA, all rights
reserved) (Journal abstract)
Journal
(Winter 2006)
vol17
no2
pages179-194
Categories
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Nonprofit Leadership
