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The Attributes of Effective NGOs and the Leadership Values Associated with a Reputation for Organizational Effectiveness
Author(s) -
Mitchell George E.
Publication year - 2015
Publication title -
nonprofit management and leadership
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.844
H-Index - 54
eISSN - 1542-7854
pISSN - 1048-6682
DOI - 10.1002/nml.21143
Subject(s) - grassroots , reputation , public relations , scope (computer science) , organizational analysis , political science , sociology , business , marketing , social science , computer science , politics , law , programming language
Building on prior research characterizing organizational effectiveness as a social construction, this article identifies the perceived attributes of effective transnational nongovernmental organizations ( NGOs ) and the leadership values associated with higher reputations for organizational effectiveness. Results are based on an in‐depth, mixed‐method interview study of 152 NGO leaders located in the United States and representing all major sectors of organizational activity. Among the twenty‐nine attributes that leaders identified in peer organizations that they regarded as particularly effective, leaders stressed instantiation of sound principles or strategy, a grassroots approach, large organizational size and resources, being collaborative, singleness of focus, campaigning abilities, funding and fundraising prowess, global scope, and quality people. Furthermore, statistical analysis reveals that NGOs with leaders who value similarities with peer organizations, grassroots approaches, diversity of strategies, dedication, professionalism, and distributed organizational structures have significantly higher reputations for effectiveness.