The realizations of these objectives have been attained through the successful initiation, development, management and above all by the application of strategic human resource management.
However, within this cacophony, the role of the HR as a specialist is not only changing, HR practitioner is also sifting towards taking the roles of a manager.
This is core reason behind challenges in assessing organizational strengths and weaknesses.
One specific area of research that has attracted interest from researchers is the impact of postmodernism philosophy on current theoretical and empirical research on management and leadership in human services.
Organizational behaviour is perceived as obtaining the capacity to build effective relationships by achieving human objectives, organizational objectives, and social objectives.
However, organizational behaviour has been advanced as presenting numerous challenges and implications to the organizational context, and thus enlarging the complexity of organizational behaviour.
This is more poignant in the case of non-for-profit organizational where the debate on sources of funds to finance human services still rages.
Despite the fact that leadership and management are not same thing, one clear fact is that they must go hand-in-hand.
By appreciating the role of team members and how special the chemistry that exists between team members, and internal and external communities, a leader or manager within the non-for-profit sector is likely to draw in the inclusive approach to leadership that seeks to appreciate the diverse thoughts of team members.
To achieve sound leadership that is compassionate and people centred, there is need to understand not only the unique cultures at of the stakeholders but also the complexities and make adjustments in regards to leadership styles to the local context.