| The extent of the influence that executive leadership had on organizational innovation within the nonprofit sector was unknown. The intent of this study was to show evidence that certain leadership practices were highly correlated with an innovative nonprofit. The participants of this study were human service nonprofit organizations operating in the tri-state area of Indiana, Michigan, and Ohio. They were randomly selected from a population extracted from the National Center for Charitable Statistics database. The participants of the study only included CEOs and executive directors of those organizations. The innovative typologies in research discussed that leadership was the catalyst to organization innovation. Consequently, the first variable used in this research was innovation and the two types of innovation measured were administrative and technology. The second variable was leadership and focused on the practices of the CEOs and executive directors of selected nonprofits. The data captured was in the form of a web-based survey. With regard to the relationship between innovation and leadership, the data was first analyzed to determine the extent and direction of that relationship. Secondly, regression analyses were conducted in the Statistical Package for the Social Sciences (SPSS) to determine which leadership practice, if any, was the best determinant of innovation. |
