Trading places: Examining leadership competencies between for-profit vs. public and non-profit leaders

Authors: Thach, Elizabeth; Thompson, Karen J.

Source: Leadership and Organization Development Journal, Volume 28, Number 4, 2007 , pp. 356-375(20)

Publisher: Emerald Group Publishing Limited

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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: Competences; Leadership; Non-profit organizations; Public sector organizations; Small to medium-sized enterprises; United States of America

Document Type: Research article

DOI: http://dx.doi.org/10.1108/01437730710752229

Publication date: 2007-06-19