Date of Conferral

12-30-2024

Degree

Ph.D.

School

Public Policy and Administration

Advisor

Gregory Campbell

Abstract

Nonprofit, Nongovernmental Organizations (NGOs) often face the challenge of limited resources, which means they require effective leaders to address innovation, decision-making, performance, and problem-solving. From a public policy perspective, this study addressed the problem of NGOs needing effective leaders to sustain their operations using limited resources and identifying competencies the leaders needed to qualify as effective. The purpose of this study was to explore the competencies of leaders in NGOs that influence their effectiveness and performance. The theoretical framework was the transformational leadership theory, which highlighted those leaders can promote organizational performance through intellectual stimulation, individualized consideration, inspirational motivation, and idealized influence. A generic qualitative design was employed with a sample size of 20 participants using semi-structured interviews to gather data. The results indicated that NGO leaders needed competencies of collaboration, problem-solving skills, interpersonal skills, and effective communication to improve performance and financial stability. The social change implications of this study were that this research added to the existing body of literature as to the influence of certain leadership qualities on the performance of public administration organizations; the findings may facilitate the identification of various aspects of leadership effectiveness and the associated implications for organizations; and how different leadership competencies help address public policy issues, such as the lack of collaboration with federal agencies and the lack of capacity to achieve NGO goals.

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