Date of Conferral
Doctor of Business Administration (D.B.A.)
Leaders of nonprofit organizations in the United States must build workforce capabilities to meet increasing demands for services. This single-case study explored strategies nonprofit leaders used to build workforce capability to address increasing service demands. The conceptual lens for this study was the full-range leadership theory. Data were collected through semistructured interviews from a purposeful sample of 3 senior executives of a single nonprofit organization located in the midwestern region of the United States. Information from internal and external documents and publicly available documents also provided data. Information and data sources included internal organizational and workforce performance data, strategy plans and analysis, internal and external financial documents, organizational website, and nonprofit data and information websites. Data and information from internal and external documents, interviews, and publicly available information were manually coded. Findings were validated through data triangulation and member checking. Using thematic analysis, 4 themes emerged related to building workforce capability: an emphasis on employee development, the expansion of technology systems, a concentration on developing a culture of autonomy and trust, and the introduction of processes and measurements. The findings from this study might contribute to positive social change by providing nonprofit leaders with strategies and data to support a deeper understanding of how to effectively build workforce capability to address increasing service demands.