Social enterprises innovative leadership in nonprofit organizations

This article is intended to discuss the leadership for innovative social entrepreneurs in non-profit organizations, taking into account the combination of skills, set of roles and tasks, whose basic elements must be adjusted at different evolutionary stages of the social entrepreneurs with innovative features which includes: the implementation in March, institutionalization, decentralization, diversification and expansion or consolidation. The authors that support the doctrinal framework of research are: Hogg (2010), Fuescyl (2012), Castaneda (2005). The research is based on the qualitative paradigm, assumes further the phenomenological method. This study design evolves on the progress of the actions undertaken. Key informants focused on four segmented groups whereas the necessary phases for the development of social entrepreneurship in which managers, volunteers, Guild members and employees are involved. The information was obtained through informal interviews and interaction caused meetings. Final considerations show that nonprofit organizations do not assume the innovative leadership for social enterprises, this means not having the skills, roles and tasks that promote new forms of social entrepreneurship, in addition not seen in the process phases involving the evolution of projects aimed at the achievement of coherent and logical actions generating of ideas agreed upon by the participants institutionalize, decentralize and disclose these ventures under an innovative and sustainable approach in time.