In debates over the professionalisation and formalisation of volunteer management, the role of volunteers who manage other volunteers (VMVs) has been largely ignored. This paper explores the prevalence of this form of volunteer management, the profile of VMVs, their support needs and
how the trend towards management by volunteers can be squared with the professionalisation of good practice. It argues that VMVs exist in a variety of organisational forms and draws out some key implications for practice for the main organisational settings.
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