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