Investigative Research into the Third Sector; Exploring Factors that Shape Effective Leadership

Abstract

This research investigated Third Sector (TS) leadership. The need derived as a response to the wide-scale public debate that has challenged the quality and effectiveness of TS leadership. Although there has been an extensive discussion, little empirical research has supported the debate. Leadership research to date has acknowledged the complexities of different environments however; the specific characteristics of different sectors have not been widely studied. This research addressed these issues. The target sample consisted of a broad range of TS leaders (all of whom were qualified using an authentic leadership measure). These leaders were interviewed using a qualitative, semi-structured technique that was based around the complexity leadership development model. The data was analysed using the framework method. The key findings that were shown to affect TS leadership (and how it is developed) were brought together into a Model of Third Sector Leadership Development. The research has produced a model that should be practically useful to professionals and has shown the need for further research into the field.

Keywords: leadership, not for profit, charity, third sector