Exploring the Factors That Shape Leadership Effectiveness in Nonprofit Organizations: A Qualitative Study
Keywords:
Nonprofit leadership, leadership effectiveness, qualitative research, emotional intelligence, stakeholder engagement, Iran, organizational context, adaptive leadershipAbstract
This study aimed to explore the multifaceted factors that shape leadership effectiveness in nonprofit organizations, focusing on the lived experiences of nonprofit leaders operating within the complex socio-political context of Tehran, Iran. A qualitative research design grounded in phenomenological inquiry was employed to capture the depth and nuance of leadership experiences. Data were collected through semi-structured interviews with 22 purposefully selected participants occupying leadership or strategic roles in nonprofit organizations in Tehran. The sampling continued until theoretical saturation was achieved. All interviews were transcribed verbatim and analyzed thematically using NVivo software. Thematic analysis followed Braun and Clarke’s six-phase framework, with codes and themes iteratively developed through open and axial coding procedures. Trustworthiness was ensured through member checking, peer debriefing, and audit trail documentation. Three main themes emerged from the analysis: (1) personal and interpersonal attributes, including self-awareness, emotional intelligence, ethical integrity, and communication competence; (2) organizational and structural context, encompassing role clarity, delegation, support systems, and flexibility; and (3) external environmental and stakeholder dynamics, such as community engagement, donor relations, regulatory pressures, and public perception. The findings highlight that leadership effectiveness is shaped not only by individual traits but also by organizational conditions and the broader socio-political landscape. Participants emphasized the need for adaptability, moral grounding, and strategic communication in navigating complex and constrained environments. Leadership effectiveness in nonprofit organizations is a multifactorial phenomenon driven by the interaction between personal competencies, organizational systems, and external influences. Culturally grounded and context-specific leadership frameworks are essential to understanding and enhancing leadership practices in resource-constrained and politically sensitive settings.
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