Publication Date

Spring 2026

Document Type

Capstone Project

Degree Name

Doctor of Education

Department

Interdisciplinary Leadership

First Advisor

Dr. Erica Ceka

Second Advisor

Dr. Natalia Ermasova

Third Advisor

Dr. Tenia Davis

Abstract

This qualitative study explores how nonprofit leaders use transformational leadership strategies to respond to rapid or unprecedented change and how these behaviors contribute to resilient change management. Grounded in transformational leadership theory and change management frameworks, including Lewin’s three-stage model and Kotter’s eight-step model, this study examines leadership practices within mission-driven organizations. Semi-structured interviews were conducted with nonprofit leaders representing organizations advancing equity in areas such as education, healthcare, economic opportunity, and social justice. Findings indicate that leadership during disruption in equity-centered nonprofit organizations is not episodic; rather, it is sustained, relational, and values-anchored. Leaders sustain organizational resilience by anchoring decisions in mission and values, framing shared purpose during uncertainty, engaging stakeholders collaboratively, and fostering iterative learning and adaptive action. This study advances nonprofit leadership scholarship by contextualizing the integration of transformational leadership and change management within equity-centered nonprofit organizations and introduces the Mission-Centered Change Leadership Model, a framework that demonstrates how leaders sustain mission integrity while navigating complex change.

Download

Share

COinS