Values as a component of leadership and their relationship to organizational efficacy and culture: An ethnographic study of leaders' influence at a Pennsylvania non-profit organization, 1965--2005

An ethnographic case study approach of a Pennsylvania non-profit organization was used to develop an understanding of leaders' values as they relate to organizational culture and organizational efficacy from the testimony of organizational leaders and followers. The past Executive Directors as well as the current Executive Director, past Chairpersons of the Board of Directors and a random sample of Leadership Council members were interviewed using a semi-structured interview guide to answer the following research questions: (1) How, if at all, do the values of a leader affect the organizational efficacy? (2) How, if at all, do the values of a leader affect the organizational culture? (3) What happens to organizational efficacy when there is a new leader? (4) What happens to organizational culture when there is a new leader? In addition, relevant data from documents were collected, analyzed and coded for emerging themes. Subjects were asked to participate through a mass mailing to all potential participants. For Chairpersons of the Board of Directors and Leadership Council, a return card was included for them to choose to participate or to decline participation. The informed consent procedure, was signed and dated by both the participant and the researcher, and covered all necessary areas deemed appropriate by Duquesne University. These include: Title, Investigator, Advisor, source of support, purpose, risks and benefits, compensation, confidentiality, right to withdraw, summary of results and voluntary consent. Each interview was audiotaped and transcribed in addition to the researcher compiling field notes for analysis. All identification of the speaker and reference to the speaker, as well as to anyone that was discussed was disguised. All identifiers were deleted during transcription by using pseudonyms. All subjects were treated with respect and dignity. The researcher addressed the recruitment process using informed consent, provided for confidentiality and brought forth data and reports that were authentic using fairness and honesty as basic principles. No harm came from participation or the choice of individuals not to participate in this study. Eight themes emerged from the study. These were: External customer relationships contribute to change; Appointed leaders' values not sole determinant for change; Leaders' modeling of values promotes change; Leaders' effectiveness enhances organizational culture and change; Care and respect for client and community; Honesty and dedication to mission; Funding challenges are not an obstacle to efficacy; Congruency of values between leaders and followers key to morale and culture.