Non-government organizations (NGOs) have played a pivotal role in community development and nation building across the world. Starting as local organizations spearheaded by individuals with a sense of volunteerism and idealism, many of these organizations expand and become large organizations with international reach (Jayawickrama, 2011). With this expansion, many are entrusted with substantial financial resources and become more sophisticated as an organization (Jayawickrama, 2011). Hence, public expectations dictate that these organizations be more organized and managed professionally. Leadership in non-government organizations might differ markedly with business or government organizations. The application of generic models of leadership behavior in non-government organizations might be challenging. For instance, external pressure from stakeholders and influence of the government, and socio-cultural elements especially in developing countries, could all have an impact on the management of NGOs.
