A Case Study of Nonprofit Organization Leaders Viewed through the Lens of Synergistic Leadership Theory

Abstract

The purpose of this qualitative study was to examine the experiences of executivedirectors of four exemplary nonprofit human service organizations through the lens of theSynergistic Leadership Theory (SLT). A purposive sampling technique wasimplemented and data was collected through individual interviews, administration of theOrganization and Leadership Effectiveness Inventory (OLEI), and examination ofexisting documents. Participants’ leadership behaviors, organizational structures, theexternal forces impacting the organizations and leaders, and the attitudes, values, andbeliefs of executive directors, staff members, and board members were explored and werefound to be synergistically aligned. Participants were motivated by external forces tomodify their leadership behaviors, enhance their organizational structure and culture, andto embrace and embody the core values shared by their constituents to advance themissions of their respective organizations. Findings confirmed existing literature andcontributed an expanded understanding of the theory and practice of nonprofit leadership.By extending the SLT to the field of nonprofit administration, the current study provideda deeper insight into the dynamic factors of effective executive leadership of nonprofithuman service organizations. The findings of this study may assist current and futurenonprofit sector leaders who seek to improve organizational effectiveness and missionaccomplishment.