This paper deals with the most important skills (communication, cooperation, problem-solving skills, ability to learn, independence, focus on performance, creativity, responsibility, ability to think and ability to assess) of managers in private nonprofit sector, specifically offering social services.The aim of this paper is a) to describe the competencies of managers in private non-profit sector and b) to compare them with the competencies of managers in the commercial sector. In other words, whether and how managers in commercial and non-profit sector differ from each other. As a methodology, a questionnaire of 60 questions in the form of Lickert five-point scale was used, where to each competency 6 issues are targeted. Questionnaires were distributed to supervisors and middle managers from nongovernmental organizations providing social services in the South Bohemian Region (N = 46). This file was compared with a sample of top executives from the commercial sector (N = 221).Results showed that managers in the commercial sector perform better in most competencies. Managers of non-profit sector have strong points in the use of communication and cooperation, thus teamwork. From the correlation of performance and autonomy with the ability to think, learn and assess on the contrary follows that managers in non-profit organizations are much more dependent on their autonomy than their colleagues in commercial organizations.