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2020
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The purpose of this study was to investigate how leaders of not-for-profit organizations make and communicate significant decisions. Three organizations in a large metropolitan area of Texas were examined through individual cases in this research process. Data were gathered through Zoom interviews with the CEO or Executive Director of each organization. In part, the data were checked against website and database facts to ensure accuracy in the process of reporting the results. The data were collected and coded in order to better understand how the decision was made, how the decision was communicated, and how the resulting impact affected the individual as well as the organization. Findings indicated that all three leaders had similar approaches to making and communicating a significant decision. In making a decision the leaders focused on the mission of the organization, collaborated with others in the organization, and sought multiple perspectives on the matter. While communicating the decision all three leaders were transparent with information, and communicated in frequent and multifaceted mediums. Finally, the impact allowed for more trust and confidence in the organization. The process these leaders used is supported by existing literature and can have positive implications on how leaders make and communicate significant decisions in the future. Keywords: Organizational culture, leadership, communication, decision making
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