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The purpose of this research was to perform a qualitative phenomenological study of faith-based nonprofit organization (FBNPO) boards to analyze perceptions of leadership efficacy (LE), board effectiveness (BE), and mission fidelity through disruptive change. This research was prompted by the rapid growth of the nonprofit sector, the vital role FBNPOs serve in the human welfare economy, and the alarming rate of FBNPOs that collapse or struggle for survival because of ineffective board leadership. Social Cognitive Theory and converged leadership provided the theoretical basis of this study. The Black church formed the social context, given its history of intersecting faith with providing social services to marginalized communities. Expanding the knowledge base about the relevance and practical application of LE and leadership theories toward increased adaptive capacity for FBNPOs was achieved.
Qualitative interviews were conducted using a semistructured interview protocol with a purposive sample of 26 FBNPO board members representing 19 different U.S. FBNPO boards affiliated with predominantly African American houses of worship. A demographic questionnaire and Board Governance Self-Assessment survey were used as secondary tools to aid in analyzing participants’ interview responses.
Analysis revealed that perceptions of LE centered primarily on board members’ faith and obedience to a perceived calling, affinity to the FBNPO mission, mental models of leadership, and their sense of leader- and self-efficacy. Findings identified common views about LE’s significance to organizational success and the strength of its influence on BE and collective efficacy. A relationship between LE and BE was explained as an independent/dependent construct, respectively, mediated by board composition and moderated by performance. Unanimity of perspectives about the influence of strong LE on mission fidelity was present; however, although strong LE was perceived to positively influence mission fidelity, board members did not perceive weak LE as a significant detractor of mission fidelity.
While not generalizable to the FBNPO sector, a conceptual theory of change based on the FBNPOs studied is proffered. Plausible propositions of how theoretical leadership cognitions and behaviors enacted by FBNPO boards can influence leadership efficacy, board effectiveness, and mission fidelity are presented.