Managing the Leadership Crisis and Institutional Security in the Non-Governmental Sector in Poland
Purpose: This article analyses the crisis of leadership and institutional security in the Polish NGO sector, focusing on structural factors that threaten the continuity of operations, management stability, and operational efficiency of social organisation. Design/methodology/approach: The basis of the paper is a qualitative analysis of the data contained in the report “The Condition of NGOs 2024”, supplemented by an interpretation from the perspective of institutional resilience theory, risk management and leadership succession, as well as an analysis of both domestic and foreign literature on the subject. The article adopts a descriptive-analytical approach, with elements of normative inference. The research problem formulated: To what extent does the leadership crisis affect the institutional security of NGOs in Poland, and what measures can increase their operational resilience? The research hypothesis assumes: The crisis of leadership in NGOs - manifested by lack of succession, burnout of leaders and staff stagnation - significantly reduces the institutional resilience of these entities, but it is possible to rebuild it by implementing strategies of management professionalisation, mentoring and cross-sectoral cooperation. Findings: The analysis showed that the non-governmental sector in Poland is facing a serious human resources and strategic crisis, which limits its ability to adapt and sustain itself. Only a few organisations plan for succession, have financial reserves, and develop long-term development strategies. Nevertheless, there is a clear need and potential for reforms based on leadership development, knowledge management, and institutional partnership building. Practical implications: The article's conclusions point to the need for the systematic introduction of succession programs, leadership training, employment stability in the NGO sector, and closer cooperation with local governments and universities. These measures can significantly increase non-governmental organisations' operational resilience in growing socio-political uncertainty. Originality/value: The article brings new value to the discussion on managing social organisations by treating the leadership crisis as a real threat to institutional security. An integrated approach to management, leadership, and stability in the non-governmental sector is valuable for practitioners, policymakers, and researchers involved in developing civil society.