The perceived managerial and leadership effectiveness of nonprofit leaders

The need for effective nonprofit leaders is great. As the number of nonprofits increases and the number of qualified leaders of these nonprofits decreases, an increasing number of nonprofit leadership positions are available (Tierney, 2006 & Crutchfield & Grant, 2008). Typically nonprofit leaders are promoted from within their organization without training. Therefore many of these individuals lack important management, leadership and nonprofit-specific knowledge and skills (Cargo, 2000).;This mixed methods research study explored the perceived effectiveness of leaders of urban nonprofit organizations in regard to their leadership and management skills. The sample was drawn from the database of a university center for nonprofit management. The internet survey to the stratified random sample population of nonprofit leaders yielded a 12.6% return rate, so 10 interviews with nonprofit leaders supplemented the survey results. Both the survey and interview questions were based on the leadership theory of Zaccaro, Kemp, and Bader (1996) and the management theory of Herman and Associates (1994).;The study found that nonprofit leaders have high levels of perceived effectiveness. Nonprofit leaders are highly motivated individuals with self perceived cognitive capacities and problem solving skills, although they also indicate areas of needed skill development in emotional intelligence, tacit knowledge of leadership, and various management skills.;Nonprofit leaders need both leadership and management skills, and organizations must cultivate nonprofit leaders by providing learning and leadership opportunities, especially related to the development of leadership and management skills nonprofit leaders have identified as necessary to be effective in their positions.