Leadership Strategies to Improve Volunteer Retention

Leadership Strategies to Improve Volunteer Retention by Rudene P. Glass MBA, University of Phoenix, 2002 BS, Wilberforce University, 1994 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University July 2018 Abstract Nonprofit leaders face challenges retaining volunteers to support their organizations’ human resources. The shortage of volunteers threatens nonprofit sustainability with increasing personnel cost for maintaining quality services. Grounded by Burns’s transformational leadership theory, the purpose of this multiple case study was to explore strategies nonprofit leaders from southeastern Michigan used to improve volunteerNonprofit leaders face challenges retaining volunteers to support their organizations’ human resources. The shortage of volunteers threatens nonprofit sustainability with increasing personnel cost for maintaining quality services. Grounded by Burns’s transformational leadership theory, the purpose of this multiple case study was to explore strategies nonprofit leaders from southeastern Michigan used to improve volunteer retention. Data were collected through face-to-face semistructured interviews with 3 nonprofit leaders and a review of organizational documents such as volunteer implementation plans, strategic plans, and volunteer committee notes. Data were analyzed using a methodological triangulation process of sorting comments, which involved a chronological review of the interview transcripts and a descriptive coding for emerging themes. Three distinct themes emerged from the data analysis: collaborative relationships improved volunteer retention, team motivations improved volunteer retention, and strategic communication improved volunteer retention. The findings from this study may contribute to positive social change by providing nonprofit leaders with a better understanding of the need to improve volunteer retention and leadership strategies as methods to continue building viable communities for those in need. Furthermore, the implications for positive social change could include improvements of other nonprofit organizations and the well-being of volunteers in the organization. Leadership Strategies to Improve Volunteer Retention by Rudene P. Glass MBA, University of Phoenix, 2002 BS, Wilberforce University, 1994 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University July 2018 Dedication I give thanks to my Heavenly Father for my strength and it is from blessings and grace; I continue to give recognition in remembrance of the wonders and miracles for those watching from above. Thank you for sending guiding angels to protect me. Especially, I dedicate this doctoral research to my family who supported me throughout this journey. For that, I am eternally grateful. To my husband, Ken, I thank you for your steadfast determination to see me through, your encouragement, endless support, and care for the family. My son, Ed, and my daughters Anna and Alana, who at all times offered a helping hand, kept me motivated, and believed in me. For my granddaughter, Mina, thank you for your laughter and who reminded me to stay full of joy. Acknowledgments Words are not enough when expressing appreciation and gratitude to my supportive chair, Dr. Theresa Neal, for her guidance, feedback and encouraging words throughout this process. To my second committee member, Dr. Scott Burrus, thank you for your advice during my oral defense that helped me think forward and into the analysis process. Dr. Gregory Uche, thank you for your written university research review comments to ensure that my study was of the greatest quality. To my Board Chair, Alfred Taylor, thank you for your quiet dedication; as you taught me to remain faithful and never give up hope. A final appreciation to my volunteers, support staff, and friends; thank you for your assistance.