Leadership in Non-Governmental Organisations (NGOs) is critical for navigating resource constraints, diverse stakeholder needs, and mission-driven goals. This study examines transactional, transformational, and laissez-faire leadership styles within NGOs, identifying their strengths and limitations. Transactional leadership provides structure and efficiency in crisis situations but may stifle innovation. Transformational leadership inspires long-term commitment and change but risks over-reliance on charismatic leaders. Laissez-faire leadership empowers skilled teams but can lead to inefficiency without clear direction. The findings emphasise the need for adaptive leadership tailored to specific organisational contexts, bridging gaps in the limited research on NGO leadership practices.
Keywords: Leadership Styles, NGO leadership, adaptive leadership, laissez-faire leadership, transactional leadership, transformational leadership
