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Leadership development in nongovernmental organizations (NGOs) is becoming increasingly important as many developing country leaders retire from their positions in these organizations. The growing number, size, and political influence of NGOs also indicate a need for closer analysis of NGO leaders and leadership. Built on a thorough review of three different approaches to leadership and case study analysis of leadership development programs, this paper presents a preliminary leadership development framework which addresses the challenges of accountability, leader transitions, and external environment leadership - three issues particularly salient in the NGO context. Ideas about how leadership development programs may be constructed are offered in addition to specific recommendations for future research endeavors.


A Thesis Submitted to Michigan State University in partial fulfillment of the requirements for the degree of Master of Science, Department of Resource Development, 1997.