Date of Conferral

2022

Degree

Doctor of Business Administration (D.B.A.)

School

Management

Advisor

Jaime Klein

Abstract

Unethical financial management leadership conduct in nonprofit organizations threatens organizational mission accomplishment. Leaders of nonprofit organizations who fail to decrease unethical financial management conduct can observe a lack of mission accomplishment in their organizations. Grounded in the stakeholder and agency theories, the purpose of this qualitative multiple case study was to explore strategies nonprofit leaders use to decrease unethical financial management conduct. Participants were three nonprofit leaders from organizations on the East Coast of the United States who implemented strategies to reduce unethical financial management conduct. Data were collected using semistructured interviews and a review of nonprofit regulatory reporting documents. Through thematic analysis, four major themes emerged: ethical and regulatory reporting requirements, communication and transparency, oversight and governance, and policies, procedures, or protocols. A key recommendation for leaders of nonprofit organizations is to conduct comprehensive reviews of unethical financial management issues and ensure their organizations meet or exceed ethical and regulatory reporting requirements. The implications for positive social change include the potential for leaders to identify strategies to decrease unethical financial management activities; offer solutions that positively affect social accountability; fulfill nonprofit organizations’ missions; and improve trust among nonprofit organization leaders, stakeholders, and the communities served.

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