Competences of a social activist leader in the opinion of social activists, on the example of a study conducted as part of the Civic Incubator project
DOI:
https://doi.org/10.18778/0208-600X.95.04Keywords:
informal groups, NGO, leader, community, social activism, NGO management, design thinkingAbstract
Social activity, understood as activity in both non-governmental organisations and informal groups, not only fulfils critical social functions, but also plays a measurable economic role, generating employment, providing professional experience and responding to key community needs. Effective management of such organisations relies on a competent team and, above all, on a leader capable of setting a strategic direction, making key decisions and ensuring overall effectiveness.
This article identifies the competencies considered essential for leaders of social activity based on the perspectives of activists who work with them in both formal and informal contexts. The research question is: What should be the competencies of a leader of social activity, in the opinion of social activists?
The international CIVIC INCUBATOR project (2024–2026) provides the empirical basis, funded under the Citizens, Equality, Rights and Values (CERV) programme. As part of the project, public consultations with representatives of informal groups were held in Łódź on 13 December 2024. Using the design thinking methodology, participants developed Persona – a conceptual profile of an effective grassroots leader – which was the basis for analysing the desired characteristics, skills and behaviours. The study highlights the growing convergence of leadership competencies between the third sector and business, while emphasising their clear focus on social impact.
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