Leadership in Not-for-Profits and Social Enterprise: Values and Comparative Considerations

Abstract

Purpose

The paper examines aspects of not-for-profit leadership and in particular the importance of values in such leadership.

Design/methodology/approach

Drawing on the literature for leadership in charities, not-for-profits and social enterprise, the paper also uses two detailed case studies to illustrate dilemmas and challenges specific to the not-for-profit sector. These examples are the Salvation Army and Emmaus, both of which are found across many countries.

Findings

The paper identifies the importance of value sets in not-for-profits – in particular the voluntarist element that especially distinguishes these organisations from those in the private and public sectors. However, it also identifies common ground between some aspects of not-for-profit leadership and those other sectors.

Originality/value

The paper furnishes a composite of literature on leadership reinforced by detailed case studies as well as observations on characteristics that both link and separate leadership in the different sectors.

Citation

Murdock, A. (2014), "Leadership in Not-for-Profits and Social Enterprise: Values and Comparative Considerations", European Public Leadership in Crisis? (Critical Perspectives on International Public Sector Management, Vol. 3), Emerald Group Publishing Limited, Leeds, pp. 127-146. https://doi.org/10.1108/S2045-794420140000003016