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Abstract Leaders of nonprofit organizations have challenging responsibilities of satisfying the demands of all their stakeholders by obeying state and federal regulations. Noncompliance of regulations can quickly cause a nonprofit organization to lose its tax exempt status and become nonexistent; thus, it appears that most nonprofits are choosing to prioritize compliance, while struggling to maintain focus on their mission and services. Using the conceptual framework of transformational leadership and general system theories, this case study was to explore strategies leaders of nonprofits organizations in Pennsylvania that cater to the needs of people with disabilities use for decreasing regulatory citations to maintain their tax-exempt status. The population for this study consisted of 5 leaders of a single nonprofit organization in Pennsylvania, who were purposefully selected with experience for managing nonprofit organizations prevent citations and maintain their tax-exempt status. I collected data through semistructured interviews and analyzed the data through inducive word phrase coding and theme interpretation. Five themes emerged from my analysis of the data: the use of rules as a guide for quality improvement, leadership focus on organizational strategy, teamwork, effective communication, and training, as a means of empowering and educating team members on organizational values and rules. This study contributes to positive social change by teaching nonprofit leaders’ various strategies for decreasing regulatory citations, fines, to maintain their tax-exempt status, and fulfill their social missions of providing needed services in communities.

This phenomenological study explores the lived experiences of five individuals who shifted their work and career from the business world to the nonprofit service sector. Through in-depth personal accounts, I show how the research participants made sense of "work" and "career" as they moved through, and after they completed the transition out of the business setting; and the degree to which their subjective experiences in the nonprofit work environment transformed their prior perspectives on "work life" and "career" that had been shaped by their experiences in the business world. According to the literature of subjective career development (how people shape their personal identity through their work over a lifetime) and transformative learning (how people change their worldview perspective to accommodate significant changes in their life circumstances), people who shift from business careers to nonprofit jobs are likely to be confounded by certain realities in the nonprofit world that cannot be readily understood or explained through past experience in the business workplace. The real-life personal stories of five such career shifters manifest clear differences in the "discourse of work and career" across the two sectors, resulting in an apparent disorienting paradox between the profit-driven "business mindset" (where the fundamental motivation is survival of the enterprise and objective personal advancement) and the mission-driven "nonprofit worldview" (where the fundamental motivation is service for a better world and subjective personal meaning-making). An analysis of these paradoxes of discourse suggests that the mission-driven nonprofit discourse ("we work for a better world") offers a valuable and constructive counterpoint to the more dominant enterprise-driven business discourse ("we work to sustain the company") that pervades the organizational landscape of our society. The implications of these findings as reviewed in the last chapter are significant for policy, practice and research in both nonprofit management and business organizational development. The work concludes with the suggestion that the nonprofit mindset opens the possibility for re-orienting one's "career" to a life-long process of self-actualization, where one works to find meaning and purpose through making a difference toward improving quality of life for a better world.

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Ämnet ledarskap och ledarskapsstilar kan vid en första anblick ses som ett klart och tydligt begrepp som är enkelt att förstå. När man sedan applicerar dessa begrepp inom ramen för ideell verksamhet kan det också verka enkelt. Detta är dock inte fallet när man fördjupar sig i ämnet och börjar inse att ledarskap är ett komplext begrepp som innefattar en mängd olika saker och skilda teorier kring ledarskapsstilar som anpassar sig bäst i olika situationer. Röda Korset är en av många ideella verksamheter i Sverige och är en av det få ideella organisationer i landet som har en egen ledarskapsutbildning, där ledarskapet utifrån deras vision sprids och lärs ut. Intresset fångade oss när vi inom ramen för ledarskap, ledarskapsstilar samt ideell verksamhet ville se hur Röda Korsets ledarskapsutbildning utformats samt vilken ledarskapsstil de förmedlar. Ledarskapsstilen är inget självklart och uttalas inte i ord utan är mer en verkan av hur man vill att någonting skall ledas, och hur vill en ideell verksamhet ledas och av vem, är en fråga vi då ställt oss. Studien utgår ifrån den teoretiska referensramen att finna den ledarskapssyn som Röda Korset förmedlar genom sina kurser för ideellt ledarskap.Syftet med studien är att genom en granskning av kurslitteratur använt av Röda Korset, skapa förståelse för organisationens värderingar utifrån dess ledarskapsutbildningar. För att uppfylla vårt syfte har två utav Röda Korsets utbildningar inriktade mot ideellt ledarskap undersökts.Slutsatser som vi kommit fram till är att Röda Korset och dess utbildningar inom ideellt ledarskap borde inrikta sig mot en mer fokuserad utbildningsform. Där ledarskapet beskrivs utifrån alla dess delar men där det situationsanpassade ledarskapet utgör kärnan i teoribildningen.

Nonprofit organizational leaders (NOLs) face laws that require increased transparency and more oversight on funding allocations. Grounded by a conceptual framework of Hersey and Blanchard's situational leadership theory, Burns's transformational leadership theory, and Greenleaf's servant leadership theory, this multiple case study was developed to explore the leadership strategies of NOLs who implemented requirements of New York's Non-Profit Revitalization Act to increase funding allocations to support fulfillment of the organizational mission and achieve sustainability. The study population comprised NOLs from the Northeastern United States, who implemented requirements of the Non-Profit Revitalization Act requirements. Face-to-face semistructured interviews with 5 NOLs, a review of organizational documents, and member-checking were used to collect data for the study. Data were analyzed using a framework method to determine themes, visualization to code the data, and methodological triangulation to validate themes. Three main themes emerged from the data analysis: strategies for building and maintaining relationships increased funding allocations and sustainability, trust and accountability strategies improved organizational mission achievement and funding allocations, and strategies for higher standards and expectations improved sustainability. The findings from this study may contribute to positive social change by providing insight to NOLs about the need to create leadership strategies to build relationships and trust with stakeholders while operating a more responsible nonprofit organization, thereby creating a better connection between organizational systems and increasing service effectiveness.

Using rated responses from nonprofit CEOs who participated in the 2016 BoardSource national survey, this study investigates whether nonprofit board inclusive behavior or board inclusive practices are positively correlated with nonprofit board effectiveness. It further examines whether a critical mass of racial and ethnic minority or women board members may moderate the relationship stated above. To answer these questions, the study tested six hypotheses using principal component analysis, followed by hierarchical regression analysis, and found no evidence of statistical significance in main or moderator effects. The study recommends that policymakers should frame policies that ensure mandatory quotas for women and racioethnic minority board members for nonprofits that receive government funding and/or act as alternative service delivery agents for governments. In addition, the nonprofit CEOs should promote the learning-integration perspective of group inclusion to help maximize the experience of inclusion of board members. The study further recommends that nonprofit boards should promote pluralistic diversity, abandon tokenism, and foster an inclusive environment for all board members irrespective of their gender and color.