Date of Award
Doctor of Education (EdD)
Amidst increased demands for accountability and scrutiny over operational performance, nonprofit executive leaders are being asked to deliver more effective measures to address complex social issues largely ignored by government and business entities. Research indicates the nonprofit sector has the greatest opportunity in shaping the quality of life in America, yet the literature on the leadership and competencies needed to propel these organizations forward is limited. The purpose of this quantitative study was to examine the leadership styles of executive, management, and staff personnel, and the alignment to perceived organizational competencies concerning the areas of capacity for change, communication, strategic planning, and succession planning. Using an anonymous 36-question survey, research participants assessed their own leadership style along with the leadership style of their direct supervisor through the Multifactor Leadership Questionnaire (MLQ) 5X-Short Form by responding to nine statements, each corresponding to a specific component of transformational, transactional, and passive/avoidant leadership. Through a series of statistical procedures, (descriptive statistics, t-tests, Chi-square test of independence, and a MANOVA) this study found statistical alignment of specific transformational, transactional, and passive/avoidant leadership components to capacity for change, communication, strategic planning, and succession planning as self-assessed and assessed by their direct reports. This study also found statistical alignment in terms of leadership styles and mediating variables of gender, educational background, and position membership.
Perry, John L., "Leadership Styles and Perceived Organizational Competencies at a Nonprofit Organization" (2019). Education Doctoral. Paper 414.
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