Strategizing the performance of Non- Government Organisations: Exploring Organisational Practices and Managerial Leadership Behaviour in Indian NGOs

ABSTRACT

Organisational practices like mandatory practices, management practices, involvement in policy-advocacy-lobbying-networking practices and governance practices are considered healthy practices that contribute to organisational performance. This paper identifies some of the standard organisational practices of NGOs (N = 33) in Kerala State, India. From the study, it was evident that the NGOs were more into mandatory practices. The relation orientation of the Managerial leadership Behaviour showed a higher mean value of 2.8567 ± 0.49331SD than the task orientation. The study unravels the need for an updated policy in the voluntary sector and affirming the role of social work professionals in the organisation.

KEYWORDS:

• NGOs
• organisational practices
• managerial leadership behaviour
• organisational performance
• voluntary sector

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Notes on contributors

Kiran Thampi

Kiran Thampi is currently working as an Assistant Professor in the Department of Social Work, Rajagiri College of Social Sciences (Autonomous), Kerala for the past 16 years. Has done his Doctoral research and Government-funded research in Organizational practices of Non-Government Organisations. Research and publication interests include Social Audit, Participatory project planning and management, Mental Health of professionals and youth, and International Social Work. He is a consultant for Non-Government Organisations and has conducted impact assessment studies and capacity building training workshops for NGOs, Corporates and the Government Departments.