Leadership Characteristics and Volunteer Retention in Nonprofit Organizations

Authors

  • Saba Senses-Ozyurt Alliant International University
  • Norma Villicana-Reyna Alliant International University

DOI:

https://doi.org/10.18666/JNEL-2016-V6-I4-6521

Keywords:

leadership Integrity, leadership inclusiveness, volunteer satisfaction, volunteer retention

Abstract

This article examines the effects of leadership integrity, leadership inclusiveness, volunteer satisfaction, and volunteer retention in nonprofit organizations. A survey and semistructured in-depth interviews uncovered volunteers’ experiences, perceptions, and observations of leadership in nonprofit organizations. A mixed-method research approach was used to investigate the direct and indirect relationship between five hypotheses: (1) leadership integrity and volunteer satisfaction, (2) leadership inclusiveness and volunteer satisfaction, (3) volunteer satisfaction and volunteer retention, (4) leadership integrity and volunteer retention, and (5) leadership inclusiveness and volunteer satisfaction. Three of the hypotheses were supported by both the quantitative and qualitative data, and two hypotheses were supported by the qualitative data only. Overall, the findings captured the internal motivation of volunteers in the nonprofit area and further suggested that leadership inclusiveness is a better indicator of volunteer retention than is leadership integrity or volunteer satisfaction. 

Author Biographies

Saba Senses-Ozyurt, Alliant International University

Assistant Professor

School of Management

Norma Villicana-Reyna, Alliant International University

Grad Student

Alliant International University

Published

2016-10-31

Issue

Section

Articles