Effects of Different Leadership Styles on Workers in Ukrainian Non-Profit Organisations

This study examines the relationship between leadership styles (transformational, empowering, servant) of Ukrainian non-profit organisation (NPO) managers and two employee outcomes, self-reported behaviour and commitment to change. A questionnaire administered to 203 paid non-profit workers was used to test the proposed theoretical model through structural equation modeling. The findings show that empowering leadership is essential to Ukrainian non-profit workers because it impacts their proactivity and willingness to embrace change in their organisations. Surprisingly, servant and transformational leadership are less effective due to the cultural context. This study is the first to investigate these three leadership styles in the context of Ukrainian non-profits. The research contributes to a deeper understanding of leadership dynamics in the unique cultural and economic context of Ukraine, which blends Eastern European values with ongoing economic and political transitions, providing valuable insights for NPO managers seeking to foster proactive and committed workforces.