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Ngo Leadership Styles

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Recommended: Leadership styles and their effects

Leadership styles in recent studies have been debated significantly but their role in contributing job satisfaction of employees have not been addressed by the researchers. Therefore, a study was conducted to assess the impact of leadership styles on job satisfaction of employees in the two NGO’s (Non Government Organisations) HIFEED and HESCO from Uttarakhand through an empirical study. NGO’s in India involve diverse activities ranging from training facilities and independent trainers providing non-formal education, grant-making organizations, community development organizations, microfinance associations, self-help groups, and organization addressing public health. In the study, leadership styles were studied as participative, supportive …show more content…

It means that the pace of train can only be decided by the speed of its engine. Similarly effective leadership is of utmost importance for any organisation to attain its goal. Effective Leadership in NGO’s is required to carry out its activities in the communities in which it operates. There are some excellent researches on NGO’s working in India but, empirical data and studies on leadership practices adopted by the NGO’s are limited. Most of what has been written has come from consulting firms and those practicing in the field of management (Saks,2006). The present literature review will discuss the studies already available on NGO’s, their Leadership styles and its impact on satisfaction of employees with a focus on the environment in which they operate. Hailey (2006) concluded that leaders working in Non Government Organisations face challenges at both personal and organisational level. Charlotte (2006) explored the four key themes of leadership, spirituality, ethics and values and their relationship between and with employers and employees in human service charitable NGOs . Monang, (2006) found the effect of NGO leadership based on the model developed by Fiedler (1976). Mahalinga and Roy (2008) presented a model of transformational leadership and organisational culture in NGO’s operating in India. The study proposed a conceptual model that tries to potray …show more content…

The table represents the impact (direct and indirect) of the independent variables (leadership styles) on dependent variable (Job satisfaction) of an organization. Before going through regression analysis, tests for multi-collinearity, linearity, normality, and homoscedasicity were conducted and no problems found. Sequential beta weights were used to calculate the indirect effects in the relationship (Asher, 1976), while total effects were calculated from the sum of direct and indirect effects (Pendhazur,

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