This study was conducted with the objective of validating a model for managing "organizational shadows" within the Endowment and Charity Affairs Organization. Organizational shadows refer to a set of informal and hidden relationships, interactions, norms, and mechanisms that exist alongside the organization's formal structure, influencing decision-making, employee behavior, and organizational performance. This is an applied study utilizing a quantitative, cross-sectional survey design. Data were collected via a researcher-developed questionnaire from 331 managers and headquarters staff of the Endowment and Charity Affairs Organization, selected through convenience sampling. Structural Equation Modeling based on Partial Least Squares (PLS-SEM) was employed for data analysis and model validation. The results indicate that the research instrument possesses satisfactory reliability and convergent validity, while the model evaluation indices confirm its robust explanatory and predictive power. Furthermore, all paths examined in the model were found to be statistically significant. The dimensions—comprising hidden power, hidden influence, informal networks, informal procedures, unwritten organizational norms, beliefs, undocumented values, structural turbulence, and organizational agility—were all validated. Among these dimensions, "hidden power," with a path coefficient of 0.91, played the most significant role in explaining organizational shadows. Overall, the findings confirm the empirical validity of the proposed model and indicate that recognizing and simultaneously managing both the hidden and formal dimensions of an organization can facilitate the enhancement of organizational transparency, coordination, and agility.