Leadership in Voluntary Sector Organisations

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Leadership in Voluntary Sector Organisations
Professor George Stonehouse Dean, Napier
University Business School
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Voluntary Sector Organisations

• Some Special Characteristics
• Purpose
• Ethics and social responsibility
• Professionals and volunteers
• Profile
• Clients

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Leadership versus management in voluntary sector
organisations

• Leadership
• Offering a vision
• Instilling values
• Coaching
• Pulling
• Involving
• Empowering
• Supporting
• Bringing out others ideas
• Showing respect
• People

• Management
• Setting objectives
• Enforcing rules
• Instructing
• Pushing
• Telling
• Delegating
• Being supported
• Having ideas
• Demanding respect
• Processes

Do voluntary sector organizations need greater
emphasis on management or leadership?
You manage things, you lead people. We went
overboard on management and forgot about
leadership. (Grace Murray Hopper)
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The leadership management balance
Organisation
Purpose Nature
Leadership
Management
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Some great leaders?
Mao
Mahatma Gandhi
Winston Churchill
Margaret Thatcher
Bill Gates
Mother Theresa
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What leadership is and is not!

• Leaders grow they are not made. (Peter F
  Drucker)
• Leadership is not necessarily based on position
  in the organization - Leadership AND followership
  are required at all levels in organizations
• Leadership involves setting direction, creating
  alignment and maintaining commitment. (Centre
  for Creative Leadership, 2004)?
• Leadership is the art of getting someone else to
  do something you want done because (s)he wants to
  do it. (Dwight D Eisenhower)

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Leadership Authentic Leadership

• Authentic Leadership involves
• Vision
• Values and culture
• Skills and Behaviours

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Leadership Authentic Leadership

• Vision
• Developing a sense of purpose, intent and
  direction
• Understanding complex and competing challenges
• Creative thinking and problem solving
• Building a sharing of the vision and engagement
  in achieving it

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Leadership Authentic Leadership

• Values and culture
• Ambition (for the organization and its members)?
• Honesty
• Responsibility and service servant leadership
• Transparency
• Respect, sharing and participation

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Leadership Authentic Leadership

• Skills and Behaviours Emotional Intelligence
• Self awareness, learning and changing own
  behaviour
• Engaging and motivating authority rather than
  power creating followership
• Challenging and changing assumptions and
  behaviours
• Understanding and developing others
• Empowering, building teams and shaping culture
• Walk the talk behaviour matches espoused
  values

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Developing leaders

• Leadership nurtured through personal development
• Diagnostics to develop awareness of development
  needs
• Design of development interventions personal
  development programmes
• Experiential work-based learning and critical
  reflection
• Coaching and mentoring

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Conclusion

• The wicked leader is he who the people despise.
  The good leader is he who the people revere. The
  great leader is he who the people say, 'We did it
  ourselves. (Lao-Tzu)?
• The first responsibility of a leader is to define
  reality. The last is to say thank you. In between
  the two, the leader must become a servant and a
  debtor. That sums up the progress of an artful
  leader. (Max DePree)?
• The quality of leadership, more than any other
  single factor, determines the success or failure
  of an organization
• (Fred Fiedler Martin Chemers Improving
  Leadership Effectiveness)

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Leadership and learning are indispensable to
each other. John F. Kennedy,November 1963