DOI: 10.11648/j.reports.20260603.14 ISSN: 2994-7146

An Empirical Assessment of Project Management and Leadership Challenges in Development NGOs: A Case Study of ECMY-DASSC

Dagim Dagne
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Development NGOs like the Ethiopian Evangelical Church Mekane Yesus Development and Social Services Commission (EECMY-DASSC) carry a vital mission: translating social vision into meaningful, lasting community impact. However, in Ethiopia's increasingly unpredictable landscape, a rift often opens between visionary leadership and day-to-day operational execution. This study evaluates how project management standards interact with systemic bureaucracy and regional security challenges, aiming to identify key operational gaps and provide actionable pathways for organizational resilience. A triangulated mixed-methods design was employed to capture both broad operational trends and deep lived experiences. A census survey was administered to 828 project personnel, complemented by in-depth qualitative interviews with senior executive leaders. Quantitative survey data were processed using SPSS, while qualitative responses underwent thematic content analysis to extract key operational themes. The study revealed a "Polarized Maturity Model" within the organization. EECMY-DASSC demonstrates remarkable strength in relational disciplines, earning high performance ratings in stakeholder engagement and quality assurance (Mean: 4.13). Conversely, critical operational functions lag significantly behind, most notably Risk Management (Mean: 2.57) and Cost Management (Mean: 2.71). Externally, project continuity is continuously constrained by rigid governmental regulatory hurdles and ongoing regional instability. The findings point to a critical "Leadership-Management Gap." While organizational leaders exhibit strong commitment to their social mission, the absence of an adaptive, forward-looking management framework leaves community initiatives highly vulnerable to disruption. Technical tools alone are insufficient to guarantee project success; they must be paired with an adaptive leadership mindset capable of navigating real-world volatility. To bridge this gap, the study recommends establishing a Strategic Program Management Office (PMO) to unify oversight, institutionalizing a proactive culture of risk governance, and delivering practical adaptive leadership training to field and management personnel.

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