Date of Conferral

8-26-2025

Degree

Doctor of Human Services (D.H.S.)

School

Human Services

Advisor

Virginia Smith

Abstract

Nonprofit organizations face distinctive challenges that require specialized leadership and effective staff development strategies, particularly in community-focused organizations in Lancaster, Pennsylvania. Leadership deficiencies can diminish employee commitment, restrict professional growth, and weaken organizational capacity, ultimately limiting mission fulfillment. The purpose of this qualitative study was to explore leadership and staff development deficiencies within a nonprofit organization in Lancaster County and identify strategies for improvement. Guided by Kurt Lewin’s change management model, the study examined barriers and supports for professional growth, the influence of leadership on organizational culture and retention, and practices promoting equity and succession planning. Semi-structured interviews were conducted with a purposive sample of 12 participants, including leadership and line staff with at least one year of tenure. Data were analyzed through initial coding, thematic analysis, and pattern matching. Findings indicated that inequitable advancement, insufficient training resources, and unclear leadership pathways hinder staff growth and retention. Implications for positive social change include providing nonprofit leaders with actionable strategies to improve equity, expand leadership capacity, and create supportive work environments, thereby enhancing employee satisfaction, reducing turnover, and improving services to the community.

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