Date
12-7-2025
ESRP 9000 Professor
Sandy Underhill, Ed.D.
ESRP 9001 Professor
Sandy Underhill, Ed.D.
Executive Summary
Building Leadership Capacity in Human Service Nonprofit Organizations: A Systemic Approach to Coaching, Feedback, and Reflective Practice. Shatoria K. Means, Esq., 2025: Strategic Research Project, Nova Southeastern University, Abraham S. Fischler College of Education and School of Criminal Justice. Keywords: leadership development, human service nonprofit organization, coaching, hybrid leadership training, continuous learning, organizational culture, experiential learning, psychological safety, workforce retention.
This strategic research project was designed to provide guidance to service-based nonprofit organizations that operate in complex environments and deliver essential services to vulnerable populations. These organizations must navigate complex regulations, high stakeholder expectations, workforce pressures, and limited financial and human resources. A review of the literature revealed a significant gap, which is that many leaders in human service nonprofits are promoted without formal or informal leadership training which results in inconsistent supervision, reduced organizational effectiveness, and workforce instability. To examine this problem and support the decision-making processes, a mixed-methods research approach was used, incorporating qualitative literature evidence and a SWOT analysis, Internal Factor Evaluation and External Factor Evaluation analyses, and the Quantitative Strategic Planning Matrix as quantitative tools. These analyses revealed a critical opportunity to strengthen leadership capacity through structured training and professional development. Rather than coming from a weakness or threat, this opportunity reflects the organization’s potential to enhance leadership practice, promote continuous learning, and improve service delivery despite existing operational constraints.
Four evidence-based solutions were evaluated: (a) structured in-service leadership development programs; (b) online and hybrid leadership development programs; (c) professional supervision, mentoring, and coaching; and (d) incentivized professional certifications and continuing education. Using the Quantitative Strategic Planning Matrix, two strategies for implementing the selected solution were compared. Workshops supported by coaching and peer learning circles received the highest overall total attractiveness score (5.68), demonstrating the strongest alignment with organizational needs, environmental factors, and long-term sustainability goals. The selected strategy integrates leadership workshops, coaching, and reflective practices to strengthen leadership competency, enhance communication and feedback practices, and cultivates a continuous learning culture. The action plan includes (a) conducting a needs assessment, (b) establishing the foundation of the program, (c) building organizational capacity, (d) pilot implementation, and (e) sustaining and integrating the program into the organizational culture.
The findings from this strategic research project provide ample support and guidance for the implementation of the selected strategy. Additionally, it is recommended that the organization adopt ongoing evaluation to measure long-term improvement in leadership behavior and culture integration to ensure that the program continues to mitigate organizational weaknesses and support sustainable capacity building.
Document Type
Strategic Research Project-NSU Access Only
Degree Name
Doctor of Education (EdD)
College
Abraham S. Fischler College of Education
Concentration
Organizational Leadership
Language
English
Recommended Citation
Shatoria Means. 2025. Building Leadership Capacity in Human Service Nonprofit Organizations: A Systemic Approach to Coaching, Feedback, and Reflective Practice. Capstone. Nova Southeastern University. Retrieved from NSUWorks, Abraham S. Fischler College of Education. (480)
https://nsuworks.nova.edu/fse_srp/480.