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People Want to Be Led Not Managed : A Qualitative Study about Leaders and Managers WithinSmall Non-Profit Settings in the United States

The purpose of this thesis is to study leadership and management traits and styles within small non-profit office settings (less than 15 employees) in the U.S. from a leader and manager perspective. The thesis is partially about leadership and management as contrary versus intangible in relations to recognized factors of importance for the organization. A common expression describing a manager and a leader found in literature is, "Manager are people who do things right and leaders are people who do the right thing.” My contention is that leadership and management within small non-profit organizations is complex and contains both uncertain internal and external expectations and obligations. The organization managers I have chosen to study are five community leaders within a U.S. city (population 150,000). These organizations are to be viewed as similar to Kommuner and other social agencies in Sweden. I am analyzing the leadership and management styles and traits in relation to elements within their organization’s work environment. These styles, traits and elements are as follows: leadership and management concepts, motivation, culture, communication and teams. My empirical material is interviews and observation. I am also using previous studies, literature and models which outlines the thesis theoretical framework to offer an understanding and further explanation of the area of focus. The conclusion is that what portrays leaders´ and managers´ work environment within small non-profit office settings in the U.S. were mutually identified whether or not the person defined himself or herself as a leader versus manager. The elements identified were work environment, management concepts, communication, teams and networking. In terms of leadership and management, being approachable and visible was identified throughout the interviews as the key factor of importance for the organization. Managers and leaders were found to be both as contrary and intangible throughout the thesis. Management and leadership skills were discussed as both inherent and learned. Key elements of importance for the organization did not vary depending on if the leader of manager defined himself or herself as a leader versus manager. However, styles and traits did vary with the leader or manager depending on when and if they defined their role as a leader or a manager. This thesis has found that differences between leadership and management can offer legitimization to leaders and managers in terms of justifying their positions. Also identified is that leadership styles are partially viewed as personal preferences based on comfort level and experience. In conjunction to this was the contention that people want to be led and not managed.