Non-profit organisations operate within volatile and resource-limited environments where financial instability, political constraints, and emotional exposure create distinctive stress dynamics. This article examines three interrelated dimensions of stress in the sector: structural, emotional, and intersectional. Structural pressures—such as donor dependency, funding volatility, and restrictive regulations—undermine stability and strategic continuity. Emotional and ethical stressors emerge from chronic exposure to trauma, moral distress, and self-sacrifice in mission-driven work. Intersectional stressors, including gender and racial inequities, further shape the lived experience of non-profit professionals, reinforcing unequal workloads and limiting access to leadership. Unlike corporate stress models focused on competition and profit, non-profit stress is deeply tied to ethical responsibility and human vulnerability. The article argues for integrated resilience frameworks that combine adaptive governance, risk management, and inclusive well-being programs, ensuring that NGOs remain both effective and equitable in their pursuit of social impact.
Anna Neya Kazanskaia (Wed,) studied this question.