Transforming NGO Leadership in Marginalised Communities for Times of Crisis

Abstract

Non-governmental organizations (NGOs) provide services to a country's most vulnerable populations. In response to the COVID-19, NGOs were tasked to provide service to the over 500,000 marginalized people residing in urban/rural low-socio-economic communities in Jamaica. Recognizing that the pandemic is different from anything most NGOs faced since their establishment, and it was an existential challenge for organizational operations. Leadership emerged as a critical component to the success of NGOs delivering services to the needy. Using qualitative exploratory technique, the study explored NGO nurturing of employees/middle managers and non-positional individuals' entry into leadership during a crisis. The researcher solicited the perspectives of organizations' directors. Findings show that NGOs encountered several challenges which hampered their ability to provide services to marginalized communities. Only some leaders spotted and nurtured employee leadership agency. Recommended guidelines and principles for activating middle executive agency to lead during a crisis are given.