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In not-for-profit organizations, leaders play a key role in navigating complex challenges, often with limited resources. They juggle strategic planning, daily operations and the complexities of social impact work, all while staying focused on the organization’s mission. Despite their importance, research and resources supporting non-profit leaders remain sparse, particularly when it comes to building self-efficacy.
Leader self-efficacy – the confidence in one’s ability to lead effectively – is a trait that influences organizational resilience, team cohesion and long-term sustainability. My master’s thesis at Royal Roads University offered 25 practical recommendations for developing leadership confidence based on insights from focus groups, PhotoVoice interviews and surveys. This article highlights five of those top strategies identified by not-for-profit managers. While these approaches were developed in a non-profit context, they provide key insights for career development professionals in any field where teams must adapt to change and maximize limited resources through flexible, supportive leadership.
Self-efficacy isn’t just a buzzword – it’s the backbone of effective leadership. It directly influences a leader’s decision-making, problem-solving and interpersonal relationships. Leaders who trust their abilities are more likely to inspire that same confidence in their teams, creating a ripple effect of productivity and resilience. In the context of not-for-profits, where resources are tight and stakes are high, leaders with strong self-efficacy can be the difference between organizational stagnation and growth. Confident leaders are more likely to remain strong during times of change, inspiring the same level of commitment and confidence within their teams, and creating a culture that thrives even under pressure.
Practical strategies for building self-efficacy
1. Create a dedicated staff support team
One key recommendation is to establish a specialized staff support team to help leaders navigate complex HR and finance-related policies. This isn’t about creating additional bureaucracy, but rather providing timely guidance that allows leaders to focus on their core responsibilities. When support isn’t readily available, leaders may misinterpret policies or miss key details, which can lead to mistakes that are costly for the organization in terms of both time and money.
By reducing this cognitive load and minimizing the risk of missteps, a dedicated support team would empower leaders to make decisions with greater clarity and confidence. If creating a new department isn’t feasible, a strategic reassessment of existing teams to expand their capacity can achieve a similar outcome.
Laurie Koch will be presenting on “Unlocking Potential: Elevating Leader Self-efficacy in Non-profits” at CERIC’s Cannexus25 conference, taking place Jan. 27-29 virtually and in-person in Ottawa. Learn more and register at cannexus.ceric.ca.
2. Foster a supportive leadership culture
Leaders thrive when they are trusted to make decisions independently, and building a culture that empowers them to do so raises confidence. When organizations create an environment of mutual support and autonomy, it not only aligns with their commitment to leadership development but also ensures that leaders feel valued and trusted in their decision-making processes. Trust is the foundation of confident leadership, and by giving leaders the space to take initiative and chart their own course, organizations can cultivate a deeper sense of self-assurance.
3. Implement systematic leadership training programs
Leaders aren’t born – they’re made; systematic training programs are needed to build that confidence. My research highlights the importance of specialized training that goes beyond generic skills and addresses the exclusive challenges of leading in a not-for-profit context. By creating structured training pathways, organizations can equip their leaders with the tools and knowledge they need to effectively manage their responsibilities.
Tailor-made programs are particularly important for new and emerging leaders, helping them build self-efficacy from the start. Investing in training – covering areas like resource management and strategic planning – prepares leaders to navigate the complexities of the sector. When leaders are given the right skills and support, they are more likely to feel capable in their roles and inspire the same confidence in their teams.
“Tailor-made programs are particularly important for new and emerging leaders, helping them build self-efficacy from the start.”
4. Prioritize work-life balance and well-being
Burnout is a common challenge in not-for-profits, where leaders often put in long hours to achieve their organization’s goals. There is a need to prioritize initiatives that promote work-life balance and well-being. Addressing this issue not only helps reduce burnout but also builds a supportive environment where leaders feel valued and respected.
This isn’t about paying lip service; organizations need to commit to tangible solutions. One effective step is creating a managers’ working group dedicated to exploring and implementing practical measures. Such a group can ensure that well-being initiatives are more than just talk – they become an integral part of the organization’s culture. It’s about recognizing leaders as people, not just resources, and creating a workplace that supports their health and satisfaction.
5. Encourage open conversations and constructive feedback
Feedback should never be an afterthought. Leaders need honest, constructive input to refine their approaches, and organizations should prioritize creating a culture of transparency and open dialogue. This means not only providing feedback to leaders but also actively seeking it from them. It’s important for direct supervisors to set aside regular time – whether weekly or bi-weekly – for check-ins with leaders. These sessions should focus on celebrating successes, working through challenges and understanding pain points. By dedicating time to these conversations, organizations can ensure that feedback is actively incorporated into leadership practices.
My thesis highlighted additional recommendations aimed at strengthening leader self-efficacy. These include advocating for adequate resources and fair compensation, establishing clear career development paths and promoting collaboration through cross-departmental meetings. Furthermore, investing in customized training programs, improving communication channels and recognizing leaders’ contributions play a key role in building a supportive leadership environment. Each of these strategies addresses a different aspect of leadership effectiveness, demonstrating the multifaceted approach necessary to cultivate self-efficacy within not-for-profit organizations.
Building leader self-efficacy in not-for-profit organizations isn’t just a feel-good initiative – it’s a strategic imperative. Confident leaders inspire confidence in their teams, make mission-driven decisions and weather the complexities of this sector with resilience. In a field where turnover is frequent and resources are always in flux, focusing on self-efficacy provides the stability needed to serve communities effectively and sustainably.
