Transformational Leadership at Strong Communities, Inc.

Rebecca Eastwood

Background

Strong Communities, Inc. creates and implements youth programs aimed at underserved students. These include afterschool programs, clubs, and a soccer program. The organization has 15 staff members that are all dedicated to the work. Over the past few years, however, organizational morale and output are down considerably, with many staff leaving for new positions and the remaining staff experiencing burnout. Fundraising is down because the ED has not cultivated donor relationships and fundraising staff do not want to put their donors in contact with the ED. This, in turn, affects the kids Strong Communities, Inc serves. This trend in burnout and staff turnover is rooted in the culture set by the Executive Director. The current ED has been unable to articulate organizational goals, micromanages departments, and makes organization-wide decisions without consulting senior staff.

The Dilemma

This environment leaves staff feeling unheard, unappreciated, and stressed. They have already had to cut one after-school program because they lack the staff capacity. Senior staff have tried to approach the ED to convey these concerns about organizational morale and output but this did not result in meaningful change.

Two months ago, however, the ED announced they were retiring at the end of the year. This announcement began the process of searching for a new Executive Director.

Decision-Making Process

After obtaining feedback from their respective departments, the senior staff of Strong Communities, Inc. decide to approach the Board of Directors to inform them of the internal dynamics of the organization and request participation in the hiring process. As most communication to the board went through the Executive Director, the board is surprised at the lack of staff morale and the internal conditions of the organization. They agree to senior staff’s requests and together, the staff and board members compile a list of attributes they would like to see in the next Executive Director, including extensive previous nonprofit management experience, fundraising skills, and knowledge of the community.

The Decision

With these considerations in mind, the board interviews multiple candidates with previous nonprofit management experience, including a potential internal hire. They also interview a former teacher with no nonprofit experience but is a long-time community member and has already successfully organized for multiple initiatives that Strong Communities, Inc. supported. Each candidate is very qualified for the job. The board, however, determines that given the internal situation of Strong Communities, Inc., that the candidate who exhibits many traits of a transformational leader (the former teacher) would best fit the organization at this time. Senior staff are nervous about hiring someone with no formal management experience but as they already have a positive relationship with the former teacher, they ultimately support the board’s decision.

Outcomes

During the first few months after the leadership transition, the staff experience a honeymoon period with the new Executive Director. There are some stumbling blocks around building trust, however, as the new ED begins to implement changes in staffing, programs, and fundraising.

Discussion Questions

Do you agree with the hiring decision of the board?

What traits of a transformational leader would be most impactful in this situation?

If you were the incoming Executive Director of Strong Communities, Inc., what would be your first few actions as ED?

License

This case study is licensed CC BY-NC 4.0.