Abstract
Purpose. The purpose of this multiple-case study is to assess the leadership agility levels of women NGO executive directors based on their perceptions of leadership, leading organizational change, improving team performance, and engaging in pivotal conversations in their organizations in Cambodia. Methodology. This was a qualitative multi-case study that used in-depth interviews to assess the agile leadership competencies of nine Cambodian women based on four distinct action areas: (1) view of leadership, (2) pivotal conversations, (3) leading teams, and (4) leading organizational change. Data was collected from May to June 2016. An analysis was conducted by using content analysis and assessing the individual executive director's leadership agility level using their responses to interview questions and Appendix D as a matrix. Findings. The nine women executive directors in Cambodia all straddle two agility levels. Executive Directors 1, 4, 5, and 9 straddle the Expert and Achiever levels. Executive Directors 2, 7, and 8 straddle the Achiever and Catalyst levels. Executive Director 3 and Executive Director 6 straddle the Catalyst and Co-Creator levels. Conclusions. The participants are all agile leaders; however, the level of their leadership agility varies. They all straddle two agility levels, which demonstrates a possible opportunity to move to the advanced levels. The participants are also transformational leaders. They believe that women leaders are different from men leaders because of their unique feminine strengths and the values they offer as leaders. Recommendation. (1) Conduct a study using leadership agility to understand the leadership levels of NGOs leaders. (2) Conduct a study of leadership agility that includes men NGO executive directors in Cambodia to determine commonalities with and differences from women NGO executive directors. (3) Complete a replication study of leadership agility of women NGO executive directors in cities other than Phnom Penh. (4) Conduct a study on women and men in other industries to understand their level of leadership agility. (5) Conduct a study to understand the career success of women executive directors of NGOs in Cambodia and to draw upon their experiences, perceptions, and leadership skills. (6) Complete a study to observe whether the leadership agility level of women executive directors of NGOs in Cambodia would advance to the next level with appropriate training, resources, and support.