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Exploration of effective leadership in Nigerian NGOs: a case study Dahwong Gadi Jaba (24170307) PUREID: 657208446 Leadership effective leadership leadership enactment leadership outcomes responsible leadership triple-level impact of responsible leadership sustainability sustainable development indigenous NGOs Nigeria Today, leadership studies place growing emphasis on relationships and purpose, especially in response to global shift in organisational practices, for instance heightened stakeholder demand, financial challenges, technological transformations, and hybrid working. The nature and meaning of leadership within organisations are evolving, requiring effective leaders. Given that perceptions of effective leadership are continually evolving, this study contributes to the ongoing discourse by offering insights from a specific under researched context of indigenous NGOs, in a developing country, Nigeria. A significant body of existing leadership theory is based on findings from the Western context. Expectations from non-governmental organisation (NGO) leaders are higher compared to those in other organisational types, due to their engagement with a diverse range of stakeholders, including employees, volunteers, donors, funders, government, community members and the public. This study explored how leadership is defined, enacted, and experienced in indigenous non-governmental organisations in Nigeria. Specifically, it aimed to examine what is perceived to be effective leadership in the context of Nigerian non-governmental organisations, examine the enablers and barriers to what is perceived to be effective leadership of NGOs in the Nigerian context, and identify the outcomes associated with how leadership is manifested in Nigerian NGOs. The researcher adopted a qualitative multiple case-case study grounded in an interpretivist/constructivist and subjectivist philosophy. Interview data were collected from leaders and (non-leaders) employees across six indigenous NGOs in Nigeria and data were analysed using abductive reflexive thematic analysis. In contrast with previous studies, findings from this study indicates consultative leadership as the predominant style in indigenous NGOs in Nigeria. Effectiveness in the context of indigenous NGOs in Nigeria is subjective and influenced by personal, cultural, and organisational factors. Findings revealed leadership effectiveness is context dependent, and responsible leadership was identified as the most effective leadership approach needed in indigenous NGOs in Nigeria. This study discovered that responsible leadership impacts not just the micro-level (employee) but also the meso (organisational) and macro (societal) levels. This finding represents a significant extension of prior research, which has primarily been concerned with effects of responsible leadership on micro-level. The study highlights that leadership actions and stakeholder behaviours influence sustainability. Drawing on both empirical data and theoretical insights, the study developed a framework for effective leadership in indigenous NGOs in Nigeria. The framework is not just a summary of the findings, but a key outcome of the study, integrating four key elements to include enablers of effective leadership, barriers to effective leadership, key attributes leaders should possess, and outcomes of effective leadership. This study made theoretical contribution, by extending responsible leadership theory through its depiction of its multi-level impact in a specific under-researched context of indigenous NGOs in Nigeria. Employees in indigenous NGOs expect that leaders demonstrate values and actions, as such indigenous NGOs leaders must exhibit responsible leadership actions. This study offers practical guidance that can help strengthen governance practices, support policymakers, leadership development organisations, practitioners, and leaders within indigenous NGOs in Nigeria to improve NGO performance, contribute to organisational success and long-term sustainability. Future researchers might apply or test the framework developed in this PhD thesis in other indigenous, NGOs or non-western contexts. The framework could also be refined or expanded in future comparative studies, for examples comparing indigenous NGOs in Nigeria with those in other African or Global South countries. Thesis is embargoed until 31 December 2030. 2026-10-01T16:20:17Z Text Thesis 10.17034/32641851.v1 https://figshare.com/articles/thesis/Exploration_of_effective_leadership_in_Nigerian_NGOs_a_case_study/32641851 All Rights Reserved Open Access after 2030-12-31