Influence of an Individual’s Leader Efficacy on Their Moral Efficacy in Locally Based Non-profit Organizations
Abstract Non-profit organizations are relied on heavily to meet the needs of local communities. Locally based non-profits depend on every employee to do their part in carrying out the mission. This non-experimental quantitative study sought to discover if an association existed between an individual’s leadership efficacy and their moral efficacy. The research question that guided my study was: At locally based non-profits in the Southwest Missouri region (SWMO), does an employee’s perception of leadership efficacy influence their individual moral efficacy? The Leader Efficacy Questionnaire measured the independent variable, leader efficacy which contains three a priori scales consisting of leader action self-efficacy, leader self-regulation efficacy, and leader means efficacy. I developed a Self-Confidence Scale, influenced by the Moral Potency Questionnaire’s scale of moral efficacy, that measured the dependent variable, moral efficacy. A cross-sectional survey was used to collect the responses (N=140). Through bivariate correlation and multiple regression analysis, I looked for any relationships between the variables. All three types of leadership efficacy had a significant correlation effect with moral efficacy. My proposed solution was to hold a summit to promote learning and leadership development. The intention of my study was to contribute to the literature on efficacious leaders in locally based non-profit organizations. Keywords: leadership efficacy, moral efficacy, locally based non-profits, Leader Efficacy Questionnaire, Self-Confidence Scale
Leader Efficacy Questionnaire, Leadership Efficacy, Locally Based Non-Profits, Moral Efficacy, Self-Confidence Scale
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