The purpose of this study is to address how leaders who are employed at non-profit organizations can utilize change management frameworks, leadership style, strategic planning and organizational best practices to reduce attrition levels at their organizations. The focus of this study is three-fold: a) to understand why high attrition takes place at non-profits; identify what change model/s, types of leadership styles and best practices can be effective in reducing leader attrition, b) explore the development of a leadership framework by understanding how to manage change at nonprofits through the Carnall (1986), Shields (1999) and Cummings and Worley (2009) change management models which focus on how management transition, sharpening management skills and successfully managing organizational culture and politics can assist nonprofit leaders and boards to implement change required to select and retain leaders, and 3) identify frameworks and policy and organizational culture adjustments and changes nonprofit leaders can utilize to create an environment in which leaders can be successful and be encouraged to remain at the organization. The study results will reveal how servant leadership and strategic leadership is relevant or beneficial as a leadership style, the role moral motivation plays with guiding nonprofit leader’s decisions and leader traits most relevant useful for leaders with longevity at social services nonprofits which lead to organizational and non-profit board best practices.

Library of Congress Subject Headings

Servant leadership—Nonprofit organizations; Nonprofit organizations—Management; Corporate culture—Nonprofit organizations

Date of Award


School Affiliation

Graduate School of Education and Psychology



Degree Type


Degree Name


Faculty Advisor

Danielle Espino