Mission, people, values: Use of a sequential mixed methods approach to understand the role of charity CEO

The aim of this research is to gain insight into how leaders in large Scottish charities understand effectiveness. A review of the existing literature, predominantly from the United States of America (US), recognises that charity management involves satisfying multiple stakeholders and there can be no simple measure of effectiveness across such a diverse sector. Studies focused specifically on large charities in the United Kingdom (UK) are limited and there are significant gaps in the literature in relation to both charity effectiveness and the role of charity Chief Executive Officers (CEOs). Applying a post-positivist perspective, a sequential mixed method approach is adopted based on purposive samples of the largest ‘human services’ charities. NVivo 12 is employed to assist with coding and analysing Chair / CEO statements in UK Annual Report & Accounts to identify what leaders refer to as the most important tasks for their charities. These tasks are then used as elements for repertory grids analysis (Jankowicz, 2004). Video interviews are undertaken with 11 experienced Scottish charity CEOs / ex-CEOs. These include the preparation of individual repertory grids and opportunities to talk about each of the constructs in relationship to leadership priorities. Nine constructs of CEO role concept receive repeat identification. However, there is considerable variation between participants who identify numerous unique constructs. After analysis of the interview data, a questionnaire is circulated to all interviewees to test preliminary conclusions, verify emergent information from the interviews and explore further participants’ approach to leadership. This additional data helps to put context around the constructs identified through repertory grid analysis. New insights are gained on the use of repertory grids for elite interviews and data aggregation within and between repertory grids. Two new models are presented which bring together the key components of charity CEO effectiveness. These include ten principal CEO tasks with five of these as top priorities. A key finding is that effective charity leadership should emphasise delivering the mission, a people focus and upholding values.