Abstract
In the changing environment in the nonprofit sector, leaders are under increasing pressure to satisfy stakeholders and bring change to their communities. The collaborative leadership style, proposed and built upon by various authors in the twentieth century, is one potential solution. A theoretical analysis was conducted to understand the collaborative style, its strengths and weaknesses, and its applicability to the nonprofit sector. Results showed overwhelmingly positive findings in the impact on the organization, highlighted by increased organizational performance, a positive workplace environment, and superb employee job satisfaction. Few drawbacks and potential pitfalls exist in slowness, the possibility of a narrow focus, and the loss of autonomy. Nonprofit leaders can make use of this style by understanding the best ways to implement collaboration while maintaining balance throughout the organization.
Recommended Citation
Hyble, Colton C.
(2026)
"A New Age of Leaders: Examining the Empowering Effect of Collaborative Leadership in Nonprofit Organizations,"
PNHA Review: Vol. 20:
Iss.
1, Article 4.
Available at:
https://scholarworks.gvsu.edu/pnhareview/vol20/iss1/4