Leadership in Voluntary Associations: The Case of the “International Association of Women

UNCG Author/Contributor (non-UNCG co-authors, if there are any, appear on document)
William T. Markham, Retired (Creator)
The University of North Carolina at Greensboro (UNCG )
Web Site: http://library.uncg.edu/

Abstract: Three models of leadership in voluntary associations have been proposed in the literature: democratic leadership, oligarchy, and leadership by default. Through an intensive case study of leadership structure, differences in the attitudes of members and leaders at three hierarchical levels, and differences between the attitudes and behaviors of aspirants and nonaspirants to leadership in a women's service association, this article examines the degree of fit between these models and a specific organization. Data is drawn from questionnaires, annual reports, and interviews. The results fail to conform to any of the existing models, suggesting instead a fourth model, leadership for self-development—in which leaders are motivated primarily by a desire to develop administrative and interpersonal skills.

Additional Information

Voluntas: International Journal of Voluntary and Nonprofit Organizations, 12(2) (June, 2001), 103-130
Language: English
Date: 2001
leadership, voluntary associations, women, self-development

Email this document to