Trading places: Examining leadership competencies between for‐profit vs. public and non‐profit leaders
Leadership & Organization Development Journal
ISSN: 0143-7739
Article publication date: 19 June 2007
Abstract
Purpose
The purpose of this paper is to identify differences, if any, that exist in leadership style, behaviors, and competencies to drive performance between public/non‐profit and for‐profit organizational leaders.
Design/methodology/approach
The study describes the results of in‐depth interviews with leaders in small to medium‐sized organizations in California. Approximately half of the leaders work in non‐profit and public organizations, while the other half work in for‐profit companies.
Findings
The findings reveal both similarities and differences between the two groups.
Originality/value
The results are a first step in examining the key leadership competencies required for success in each sector and serve as a springboard for future research.
Keywords
Citation
Thach, E. and Thompson, K.J. (2007), "Trading places: Examining leadership competencies between for‐profit vs. public and non‐profit leaders", Leadership & Organization Development Journal, Vol. 28 No. 4, pp. 356-375. https://doi.org/10.1108/01437730710752229
Publisher
:Emerald Group Publishing Limited
Copyright © 2007, Emerald Group Publishing Limited