This is more poignant in the case of non-for-profit organizational where the debate on sources of funds to finance human services still rages.
Despite the fact that leadership and management are not same thing, one clear fact is that they must go hand-in-hand.
One critical aspect of the reflection is process is the role of organizational learning.
Harris and Hartman (2001) defines organizational learning as “the ability of the institution as a whole to discover errors and correct them, and to Change the organization’s knowledge base and values so as to generate new problem solving skills and new capacity for action.” In the recent past, learning has emerged to be a fundamental factor in every successful organization and include three common levels.
If reward and the driving factor in business is profit, one striking factor that remains a concern is how the non-for-profit sector can effectively achieve its broad objectives without focusing on profit.
The purpose of this study is to draw personal experiences in leadership and management as a social worker in the United Arab Emirates, explore the aspects of human services funding and examine leadership and management to ascertain whether they are mutually exclusive or interdependent.The personal reflections of leadership and management within non-for-profit sector in U. In fact, consistency forms a basic trait in leadership standards, forms a major theme in transformational leadership and transcends all levels and forms of leadership.The understanding is that social workers are volunteers who are not only the most prized assets of these organizations, but are in need of leadership and management that inspire and motivate.Indeed, human service sector has paid cognizance to the effective development and management of human services.After serving as a social worker in the United Arab Emirates and taking cognizance of the family, social, and emotional adjustments and experiences, one thing that rings into the mind is the role of leadership and management in non-for-profit sector.There is abidance in the fact that there stands a strong connection between a narrative and an action in management.According to Hudson (2009) “the action derives from intention or motivation, based on the particular narratives of an individual, irrespective of whether these are self generated, after appropriation from a culture.” The understanding is that the line of action taken by a leader or a manager largely depends on a wide range of situational factors, organizational cultures, and objectives.“A whole cocktail of factors has been presented as forming the basis for the adoption of organizational behaviours strategies including costs reductions in transactions and strategic human services management (Harris and Hartman, 2001).All these aspects of human services demand the delivery of leadership and management that foster positive transition along the increasing demands of organizational management approaches.According to Andersen and Taylor (2005) “postmodern critique of contemporary critical social theory under theorizes the current historical conjuncture, overstates its discontinuities with the recent past, and foregoes responsibility for explaining why their views ought to be privileged or even entertained as serious cultural criticism.” This example represents the current critique of postmodernism philosophy.However, its aspects have raised critical questions about classical traditions of approaches to leadership and management.