Leadership in Nonprofit Organizations - Special Academic Support

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Leadership is essentially crucial in the growth of any organization whether it may be a big profit corporation or a non-profit organization. The development of leaders in the ranks of a company is important because leaders help achieve the goals of the company by exercising their powers and spears of influence. The most difficult obstacle a company faces is the process of making diverse and interdependent individuals and departments harmoniously work together as a team. The most common challenge for leaders is that each team or department of a company has its own objectives and focuses (Michelson, 2001). Sometimes departments have contrasting views which may present in working together and achieving the companys end goal. The importance of leaders presents itself in a companys need for cooperation among its workforce. A non-profit organizations growth depends on the quality of leaders working behind the companys success. Thus it is empirical for an NGO to recruit individuals with great leadership potentials for the stability and future of the company. Leaders are often associated with possessing an abundance of powers and influences. Power can be attained by an individual employee through his appointment to a position. Leaders must use power for the greater good rather than use it for personal gains. Exercising ones power in order to attain ulterior motives, which might promote an individuals interests before that of the companys, will breed hatred and resentment upon the discovery of such actions by subordinates. On the other hand, influence is closely associated with power but it differs from the latter for it can be exercised even without the acquisition of formal power through positions.

In order to produce leaders in an NGO, the companys human resource department must screen and hire the best individuals possessing leadership qualities and have the potentials in leading teams and resolve conflicts. Budget can be a restraint in conducting leadership training in a non-profit organization where resources are limited thus it is practical to use what is available. Employees can be trained to become leaders by their work ethics and environments. Current leaders and managers can provide a venue for subordinates to become their own leaders by giving them the opportunity to spearhead their own projects. Such activity will develop employees management skills in organizing, networking and dealing with crises. Not only will employees gain more experience but they will also have a sense of responsibility in leading groups and making the members work together harmoniously. Also, employees will be exposed to various key individuals in the industry which would compose their future circle of contacts and influences.

According to Yukl (2010), there are eleven (11) forms of influence in order for leaders to motivate members of their groups or other individuals. Both leaders and employees who are trained to become leaders must take note of these forms and be cautioned of their usages because the misuse of concepts may backfire by diminishing the leaders credibility and attracting hatred among his members rather than influencing and motivating them to do a given task.

The proper use of power and influence by a leader can contribute to the positive power dynamics in a company where creative and innovative thinking among teams will flourish (Michelson, 2001). Companies grow and prosper with good leadership practices which enhance the competitiveness of employees and shape the latter to become more adaptable and responsive to company objectives and goals. Non-profit organizations have limited finances for leadership training thus they must result in the practice of enabling employees to conduct and lead certain projects and teams in order for them to grow as future leaders of their companies.

Reference List

Michelson, B. (2001). Leadership and Power Base Development: Using Power Effectively to Manage Diversity and Job-Related Interdependence in Complex Organizations. In R.I Lester (Ed.). Concepts for Air Force Leadership (pp.193-199). United States of America: Air University Press.

Yukl, G. (2010). Leadership in Organizations (7^th ed.). New Jersey: Prentice Hall.

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