Emerging Leadership in Nonprofit Organizations

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Leadership can be found as playing a pivotal role in shaping the success potentials of non-profit organizations, differentiating them from the profit sector in almost every dimension (Phipps amp. Burbach, 2010). Arguing critically concerning this issue, Ruvio, Rosenblatt amp. Hertz-Lazarowitz (2010) and Vanderpyl (2009) advocated that leadership in the non-profit sector is much more challenging as compared to the profit sector. In this essay, challenges faced by the non-profit organizational leaders will be assessed from a multidimensional perspective, taking into account the demand for leaders in the non-profit sector, their roles in contrast to the commercial sector, their skills and traits along with the underlying demographic influences. Accordingly, recommendations based on the set of skills required by non-profit leaders to bring future intended changes will also be discussed in this essay. Demand for leaders in the nonprofit sector The prime purpose of a non-profit organization is to respond to every kind of welfare needs identifiable in a particular community or society. Correspondingly, the procurement of resources is performed on the basis of reserves and funds available, rather than through profit generation. The ability to consistently deliver these services of non-profit organizations depends more on the quality of the applied business model. This implies the ability of skilled leaders to develop and practice effective business model in order to gain efficiency is very much in demand in the non-profit sector. Accordingly, the demand for the leaders in this sector has increased significantly in the recent days, with the growing complexity issues that further necessitate an all-inclusive and competitive business model (Ruvio, Rosenblatt amp. Hertz-Lazarowitz, 2010). According to a survey carried by Bridgespan Group, the non-profit sector around the world will require 640,000 new senior managers, equivalent to 2.4 times the number currently employed and by 2016. In a more precise form, this particular sector is forecasted to grow demand for 80,000 new senior managers per year (Tierney, 2006). Apparently, it is observable that a leadership gap currently persists in the non-profit sector that has, in turn, made the sector witness unavoidable challenges in conducting effective and smooth operations in the welfare of the entire human society. This shortage of skilled leaders in the non-profit sector further increases their demand. As argued by Ebrahim (2010), the non-profit sector currently witnesses shortcomings in terms of accountability. Thus, bearing a strong resilience with societal development and sustainability, such a pitfall in non-profit organizations is likely to result in a major lack of organizational efficiency. It is also in this regard that skilled leaders are in massive demand within the non-profit sector today. Again, although the importance of non-profit organization is being credited all around the world by various groups of stakeholders, its commercial capacity building in offering promising career opportunities and likewise, availing adequate quantity of human resources lacks owing to deficits in its leadership attributes, contributing to a greater demand for efficient leaders (Vita amp. Fleming, 2001).