Date of Conferral

8-8-2025

Degree

Doctor of Public Administration (D.P.A)

School

Public Policy and Administration

Advisor

Gary Kelsey

Abstract

U.S. nonprofit organizations provide important services to society as an integral sector within the community. This necessitates organizational effectiveness. The problem explored in this research concerned how nonprofit executive leaders defined organizational effectiveness and perceived their role in creating and sustaining it within their organization. There was limited scholarly literature regarding a common understanding of how executive leaders defined organizational effectiveness within a nonprofit, and how they perceived their role in creating and maintaining it. The purpose of this basic qualitative study was to explore how nonprofit organization executive leaders defined organizational effectiveness and perceived their role in creating and maintaining it within their organization through the lens of the competing values framework (CVF). Although there was a notable framework that was used in the private sector to examine organizational effectiveness, there was limited research using the CVF in the nonprofit sector. This study used open-ended interview questions for data collection, and the data analysis involved hand coding and data analysis using Word and Otter-A1 software. The key findings revealed that executive leaders understood the importance of aligning nonprofit practices and processes with the mission. Culture is an important element of a nonprofit organization being able to demonstrate organizational effectiveness. This study can potentially positively impact social change by providing more insight into executive leaders’ acumen and practices, while providing value to service delivery to societal members.

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