This study explored the lived experiences of women CEOs within the faith-based nonprofit sector and their ability to influence donors and volunteers through the lens of Bernard Bass’ (1985) transformational leadership theory. The purpose of the study was to review the lived experiences of women leaders within the faith-based nonprofit sector to understand their attitudes toward inspiring donors and volunteers to support their organizational missions. The findings from this study contributed to the existing research on women in leadership, social-role theory and transformational leadership theory within the faith-based nonprofit sector. The results of this study also provided insight useful for understanding the strategies used by women to identify, recruit and retain donor and volunteer support for faith-based mission attainment. Qualitative methodology was used by individually interviewing eight female CEOs within the faith-based nonprofit sector. This methodology enabled the exploration, examination and the formulation of explanations by the researcher to describe the participants’ experiences from their perspectives and in their own words. The Multifactor Leadership Questionnaire (MLQ) Self Rating tool was also used to assess the participant’s perception of using a transformational leadership approach compared to the norm population. The MLQ measured the five aspects of transformational leadership. These aspects include Idealized Attributes (IA), Idealized Behavior (IB), Inspirational Motivational (IM), Intellectual Stimulation (IS) and Individual Consideration (IC). This MLQ instrument also measured two subsets of transformational leadership. These subsets include Contingent Rewards (CR) and Management by Exception: Active (MBEA).
|Subjects||Religion; Women's studies; Management|
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