Decoding the Strategic Influence of Headhunting in Sri Lankan Non-profit Organizational Leadership as a Impact on Shaping Employee Mindsets

This research explores the strategic influence of headhunting in Sri Lankan non-profit organizational leadership and its impact on shaping employee mindsets. In the dynamic landscape of non-profit sectors addressing societal needs, understanding leadership dynamics is crucial. Through a mixed-methods approach encompassing interviews and surveys in diverse Sri Lankan non-profit organizations, our findings highlight the nuanced relationship between headhunting strategies and employee psychological outcomes. Analysis indicates specific headhunting approaches correlate with shifts in employee attitudes, motivation, and commitment. The theoretical framework integrates leadership theories, organizational behavior models, and cultural nuances specific to Sri Lanka. This study contributes to the limited literature on non-profit organizational leadership in Sri Lanka, offering practical insights for leaders aiming to optimize employee engagement. Decoding the strategic influence of headhunting in this context not only enriches leadership practices but also holds implications for future research and organizational development.