Servant Leadership vs. Transformational Leadership: How Great Leaders Empower and Inspire

Leaders shape their employees’ and their organization’s performance, whether they work for a large corporation or a small business. Each leader has their own style and personality, which influences how they guide their teams. While there are many leadership styles, two common ones are servant leadership and transformational leadership. Both of these approaches focus more on collaboration and support rather than on a strict top-down structure.

A comparison of servant leadership and transformational leadership reveals differences and similarities between the two, with research pointing to the key benefits for each:

• A study published in Scientific Reports found that servant leaders encourage their staff to innovate and enable them to feel psychologically empowered.
• Research published in Current Psychology found that transformational leaders help organizations handle challenges, spot problems early, bounce back from setbacks, and boost employees’ motivation and team growth.

By comparing servant leadership and transformational leadership, current and future leaders can determine which one fits their goals best. Earning a Master of Arts (MA) in Leadership is an excellent way for professionals to learn how to lead ethically and effectively, and how to use both servant and transformational leadership.

What Is Servant Leadership?

Servant leaders focus on the growth of individuals and teams and bring shared authority to the forefront. They do this by prioritizing the needs of their teams and concentrating on team members’ well-being and development. This approach can often lead to a stronger culture, higher team morale, and more engaged employees.

Servant leaders often are concerned with:

• Strengthening relationships among team members and helping teams and individuals feel appreciated
• Valuing individuals over products or immediate business goals
• Trusting team members to act in ways that serve the organization
• Emphasizing simplicity and humanity in the workplace

Servant Leadership Traits

Common traits servant leaders share include listening skills, empathy, awareness, and big-picture thinking. They are also committed to collaboration, the personal and professional growth of their team members, and community building. These qualities can appear in their daily work in the following ways:

• Listening attentively and allowing everyone to be heard
• Demonstrating empathy and care for people beyond their work output
• Respectfully resolving conflicts and providing the resources a team needs to succeed
• Using persuasion and consensus-building instead of dictating
• Helping the team see how their duties align with the organization’s long-term goals
• Creating opportunities for professional development

Servant Leadership Examples

Servant leaders can encourage employees to be more innovative by creating an environment where people feel safe trying new ideas, according to a study in Scientific Reports. Another study, in the Academy of Management Proceedings, showed that servant leaders can help their team members rely less on their leader and individuals feel more authentic.

Examples of servant leaders in the workplace include:

• A sales supervisor leading by example by working in the trenches with a struggling team
• A call center manager promoting collaboration and gathering ideas through regular meetings
• A medical office supervisor prioritizing patients’ needs while supporting employees’ health through a wellness program

What Is Transformational Leadership?

Transformational leaders, like servant leaders, want to empower their team members. Instead of giving orders from above, they promote a shared vision and aim to create real, positive change.

Transformational leadership differs from transactional leadership, which uses rewards and penalties and relies on close supervision and monitoring of employees. Instead, transformational leaders focus on:

• Giving employees a strong sense of purpose and inspiring them to care about the organization’s goals
• Recognizing each employee’s individual needs, most effective mentoring style, and contributions
• Providing coaching and guidance while empowering individuals to own their work

Transformational Leadership Traits

Transformational leaders are often described by four main behaviors: being a role model, encouraging new ideas, motivating others, and treating each person as an individual. These qualities show up in their work in the following ways:

• Setting a positive example for their employees to follow
• Challenging old ideas to encourage creativity, critical thinking, and problem-solving
• Promoting an ethical atmosphere through clear values, authenticity, collaboration, and open communication

Transformational Leadership Examples

According to a Russell Reynolds Associates report, 79% of leaders think transformation is very important to their organization’s long-term growth and stability, yet only 29% say their organization is very successful at it. Transformational leaders can help teams work toward a common goal amid change.

Examples of transformational leaders in the workplace include:

• A department head setting a good example by holding themselves to the same standards they expect of their team members
• A project leader encouraging their team to challenge assumptions and find creative solutions to setbacks
• A manager connecting employees’ daily work to a shared vision, fostering the employees’ commitment to the organization’s overall mission

Servant Leadership vs. Transformational Leadership: Similarities and Differences

Individuals investigating servant leadership vs. transformational leadership often find that these two styles have a lot in common, though they do have some differences as well.

Similarities

Both servant leaders and transformational leaders would rather promote authenticity, ethical standards, and open communication than manage through fear-based, top-down control. They both also foster individual development and prioritize staff growth through personalized investment, including coaching and mentorship. Servant leaders and transformational leaders are often flexible when leading as well, which creates an atmosphere of enhanced team engagement.

Differences

The main differences between servant leaders and transformational leaders lie primarily in what they each choose to focus on. Servant leaders prioritize individuals’ well-being and growth, sometimes even more than the organization’s goals. Transformational leaders are more concerned with encouraging a shared vision that will drive change and commitment. Additionally, servant leaders tend to concentrate on what the team needs, while transformational leaders think about the organization’s direction and how to inspire the team to move in alignment with it.

Comparing servant leadership vs. transformational leadership reveals there are key benefits to each style, which apply in any industry. For example, a study in BMJ Leader examined both styles among physicians and found that each offered benefits specific to burnout but in different ways. The study revealed that the most influential factor for servant leaders was that they helped team members find meaning in their work. Transformational leaders, by acting on their ideals and leading by example, more often were able to mitigate burnout-related issues instead.

Prepare to Become a Leader

Every organization is different, and each organization’s culture plays a key role in determining which leadership approach to use. However, it’s also common for good leaders to use both servant leadership and transformational leadership to guide their teams.

Drawing on the ideas behind servant leadership and transformational leadership, Belmont Abbey College’s fully online MA in Leadership program helps students learn to lead ethically and effectively across many fields. The program includes courses such as Leading in a Data-Driven Organization, Organizational Change Management, and Leadership and Innovation. These classes provide students with a deep understanding of leadership theory and practice, preparing them to succeed as strong, respected leaders in any industry.

If you’re interested in building your leadership skills, explore Belmont Abbey’s MA in Leadership program today.

Recommended Readings

How to Make Your Organization a Data-Driven Organization
How to Successfully Lead Through Change
What Can You Do With a Leadership Degree?

Sources:

Academy of Management Proceedings, “The Two Faces of Servant Leadership: Independency and Authenticity”
BMJ Leader, “Physician Burn-Out, Transformational and Servant Leadership”
CIO, “What Is Transformational Leadership? A Model for Motivating Innovation”
Current Psychology, “Transformational Leadership, Dual Innovation, and Organizational Resilience”
Indeed, “What Is Servant Leadership? (With Examples)”
Investopedia, “Servant Leadership: Characteristics, Pros and Cons, Example”
Russell Reynolds Associates, “Transformational Leadership Study”
Scientific Reports, “Effect of Servant Leadership on Employees’ Innovative Behavior With the Mediating Role of Psychological Empowerment and Moderating Role of Core Self-Evaluation”
Scientific Reports, “How and When Servant Leadership Affect Public Employees’ Innovative Behavior”
Verywell Mind, “How Transformational Leadership Can Inspire Others”

Key Traits of Effective Nonprofit Leadership

Nonprofit leaders hold many titles. There are executive directors, presidents, board members, and chief executives, all of whom oversee a nonprofit’s general strategy and operations. Then, there are the more specialized leaders: philanthropy directors, development officers, and managers of everything from communications to human resources.

These titles are similar to those found in the private sector, but the jobs of nonprofit and for-profit leaders are not entirely identical. In nonprofit leadership, the goal isn’t to drive sales and outpace the competition. The goal is to do the most good for the most people.

Because of this difference, nonprofit leaders need skills beyond practical business acumen. For those planning a career in nonprofit leadership, here are five key skills to hone and a guide to making that happen by gaining experience and pursuing a degree focused on values-based leadership.

6 Nonprofit Leadership Skills and Traits

Much like their counterparts in the private sector, nonprofit leaders must be organized, attentive to details, and able to think critically about multifaceted problems. However, the unique legal, financial, and ethical environments nonprofits operate in require some additional competencies.

1. Legal Knowledge

In most jurisdictions, nonprofits must stay in compliance with laws governing their transparency, fundraising activities, and use of funds. Violating these laws can lead to fines or the loss of the organization’s nonprofit status. Whether a leader is directly in charge of legal matters or not, they need to have knowledge about the state and federal regulations that apply to their organization in order for them to be able to effectively oversee their organization’s planning and governance.

2. Communication and Cooperation Capabilities

Communication plays a key role in nonprofit and for-profit operations alike. In the nonprofit sector, leaders must be able to not only communicate with others in their organization but also foster relationships with professionals in similar organizations that can help them in their mission. This way, an organization can maximize their impact and serve an even greater number of people.

Similarly, nonprofit leadership teams must also be skilled at communicating their organization’s values, services, and accomplishments to the community at large. This includes being able to create marketing campaigns that bring people in need to an organization and elicit contributions from people who want to get involved.

3. Data-Informed Decision-Making Skills

Whether a nonprofit organization is evaluating and managing service programs or dispersing funds directly, its leaders must know how to turn data into actionable insights. This data can include feedback from the community, employee performance metrics, or government-reported information about vulnerable populations who need support.

4. Resilience and Adaptability

Nonprofits rely on government grants, individual donations, and contributions from other organizations to fund their operations, which means an organization’s financial status can change quickly. In fact, according to the Urban Institute’s 2025 national survey on nonprofit trends and impacts, about half of all surveyed nonprofit leaders are more concerned about their organization’s finances than anything else.

In this environment, resilience and adaptability are crucial. Leaders must be prepared to seek funding from alternative sources when necessary and help their organizations overcome obstacles with creativity and resourcefulness.

5. Ethicality

While it may seem simple to always strive to do the most good for one’s community, ethical issues are a common hurdle for leaders in nonprofits of all sizes. For example, a data breach might threaten their clients’ confidentiality; a board member might stand to gain financially from a partnership with a local company; or a large donation might come in from a less-than-reputable source.

Nonprofit leaders must have a strong ethical compass to be able to navigate or avoid such issues. At the same time, they need to foster an organizational culture in which these types of issues can be dealt with openly and honestly.

6. Fundraising

Fundraising is essential to a nonprofit’s operations. Funds can come in the form of grants from government agencies, donations from private companies or individuals, proceeds from auctions and other events, and any number of other sources. Well-rounded fundraising utilizes a mix of sources.

However, fundraising is more involved than receiving and using money. It often involves rigorous research, marketing, and public relations planning. Fundraisers must also have a strong grasp of ethics and laws surrounding the solicitation and use of funds. Violating guidelines can result in fines, revocation of tax-exempt status, or the loss of the public’s trust.

How to Develop Nonprofit Leadership Skills

Before formally starting on the path to nonprofit leadership, many professionals volunteer with local organizations where they discover a passion for a specific issue. After that, pursuing a bachelor’s degree, gaining experience, and then earning a master’s degree is a great way for professionals to become qualified candidates for high-level positions in nonprofit organizations.

Earn a Bachelor’s Degree

Aspiring nonprofit professionals earn a bachelor’s degree in any of a wide range of subjects before getting into the sector. Some earn a degree in business administration or a related area such as accounting or marketing. Others study sociology, gender studies, or another subject related to a specific social issue they are interested in.

No matter what a person studies at this level, they need to learn how to communicate effectively, manage their time, and work as part of a team.

Pursue Jobs in the Nonprofit Sector

With a bachelor’s degree, a future nonprofit leader can start applying for entry-level jobs that align with their current skill set. For example, a person with a degree in human resources might find an HR management position in a large national nonprofit. Someone with a communications degree might find work in fundraising or public relations within a smaller organization such as a food bank in their city.

Some professionals take a different route and work in the private sector before switching to the nonprofit sector. This provides another way for a professional to discover their passion and get to know others in the nonprofit sector.

Earn a Master’s and Seek Leadership Positions

Since the legal and ethical issues that arise in the nonprofit sector are often unique to the sector, many organizations look for directors and high-level managers with some experience and a graduate degree. Individuals seeking such roles can prepare by enrolling in the Master of Arts (MA) in Leadership program at Belmont Abbey College.

Built upon Benedictine values such as discipline, community, and hospitality, this program enables students to build the ethical foundation they need to enter nonprofit leadership as true servant leaders in their communities. The program features classes on:

• Ethical decision-making
• Organizational behavior
• Human resource management
• Communication
• Nonprofit program evaluation
• Data-driven leadership
• Change and innovation management

Before graduating, students complete a capstone strategy project in which they test their new skills and apply ethical principles to a real-world situation. Graduates can pursue any of a number of nonprofit leadership positions including community services manager, executive director, or human resources manager roles.

Become an Organizational Leader and Serve Your Community

Offered as a fully online program, the MA in Leadership program at Belmont Abbey College can help you become the servant leader your community needs in just 12 months. Along the way, Belmont Abbey’s knowledgeable, student-focused faculty will be there to help you get the most out of your experience and make it your own, no matter where you are or where you’re going.

Whether you want to pivot to the nonprofit sector, launch your own organization, or bring a values-based focus to your private-sector career, the MA in Leadership program can help you accomplish your goals. Request more information about the program today.

Recommended Readings

Servant Leadership vs. Transformational Leadership: Key Differences
How to Make Your Organization a Data-Driven Organization
How to Successfully Lead Through Change

Sources:

Indeed, “Nonprofit Leadership: Different Types and Important Skills”
National Council of Nonprofits, “Ethical Leadership for Nonprofits”
National Council of Nonprofits, “Fundraising”
Nonprofit Leadership Alliance, “9 Essential Nonprofit Management Skills and Development Tips”
Urban Institute, “Nonprofit Leaders’ Concerns About Finances, Programming, and Workforce Challenges Intensified From 2024 to 2025”
U.S. Chamber of Commerce, “Nonprofit vs. Not-for-Profit vs. For-Profit: What’s the Difference?”

 

The Value of Christian Ethics in Business

Business leaders today operate in an environment where consumer trust is diminished, employees are increasingly disengaged, and stakeholders expect organizations to act with integrity. PwC’s 2024 survey measuring consumers’ trust in U.S. businesses revealed that while about 90% of executives believe consumers “highly trust” their companies, only 30% actually do.

Meanwhile, Gallup’s report on the state of the global workplace found that just 20% of workers worldwide feel engaged on the job, continuing a three-year decline in employees’ engagement.

These trends underscore the importance of ethical leadership. Organizations need leaders who can not only drive financial success but also build trust with both their customers and employees and make decisions guided by more than short-term performance. By applying a framework of Christian ethics to their decision-making, leaders can connect their decisions to values such as honesty, human dignity, service, and responsibility to the common good.

Pursuing an advanced education grounded in Christian principles can help business leaders develop the moral perspective and practical leadership skills they need to cultivate an ethical workplace.

The Cornerstones of Christian Business Ethics

Business practices rooted in Christian ethics begin with the belief that business decisions shouldn’t solely be focused on the organization’s performance. They also need to be influenced by whether the economic activity serves people — both workers and consumers — and contributes to the common good. That makes ethics an essential part of business leaders’ decision-making, not an afterthought.

The following core principles can help guide leaders interested in prioritizing Christian ethics in business:

• Honesty: Ethical business practices are based on integrity, transparency, and trust. Leaders who value honesty in their daily conduct engender accountability and trust across their organization.
• Human dignity: Catholic social teaching identifies the dignity of the human person as the foundation of a moral society. In business, that principle applies to supporting workers’ rights, such as by ensuring workers receive fair wages and have the ability to join a union. Leaders can center dignity in their decision-making by considering the human impact of their choices.
• Service to others: Catholic social teaching also emphasizes solidarity and concern for people who are economically disadvantaged or otherwise vulnerable. Business leaders can adopt that perspective by thinking about their own authority in terms of what their responsibility is to the people their decisions affect.
• Responsibility to the common good: The Catholic catechism describes the common good in terms of the conditions that allow people and communities to reach fulfillment. That principle can guide business leaders as they consider the wider societal effects of the decisions they make.

What Are the Benefits of Christian Ethics in Business Practices?

The benefits of following Christian ethics in business are both principled and practical.

Surveys consistently demonstrate that consumers often favor brands that prioritize ethical business practices. For example, a 2025 report from the Dynamic Sustainability Lab found that 81% of Gen Z consumers have changed their decision to buy a product based on a brand’s actions or overall reputation, particularly in relation to labor practices.

Organizational leaders who instill Christian ethics into their business practices can gain several benefits, including the following.

Building Trust With Consumers 

PwC’s 2024 survey on trust in business points to a significant gap between how much trust executives believe their organization has earned and how much trust consumers actually have in it. Making a commitment to principled conduct can help businesses address that gap by giving consumers clearer reasons to trust how the organization operates.

Greater Connections With Employees

Gallup’s report on the state of the global workplace found that employees’ engagement dropped for the third consecutive year. Leadership grounded in respect for workers and meaningful work — both tenets of Catholic social teaching — can foster a healthier relationship between employees and the organization.

A Stronger Public Reputation

The Dynamic Sustainability Lab’s findings suggest that consumers, especially younger people, pay close attention to how organizations behave and tailor their purchasing decisions to choose brands whose practices align with their own values — a practice known as ethical or conscious consumerism. Companies that treat labor practices and social responsibility as priorities may be better positioned to earn lasting credibility with consumers.

How to Implement Christian Ethics in Business

Putting Christian ethics into practice requires more than naming values. Leaders also need to establish structures and set expectations that make those values visible in the way the organization operates.

Implementing a few key strategies can help business leaders translate their values into everyday operations.

Turn Principles Into Workplace Standards

Leaders can start by connecting their core principles to specific business practices. For example, respect for workers can inform how they approach their employees’ compensation, scheduling, advancement opportunities, and ability to express their views. A commitment to the common good can also guide how leaders evaluate the broader effects of their organization’s practices, such as whether their supply chain logistics emphasize sustainability or how their organization supports local charities.

Strengthen Speak-Up Culture

Ethisphere’s 2024 report on ethical culture in the workplace highlights the importance of employees feeling safe in raising concerns and believing their employer will take action. Business leaders can foster that kind of culture by creating a formalized process for employees to raise concerns, protecting them from retaliation, and responding consistently when concerns arise.

Make Integrity a Leadership Expectation

Leaders play a significant role in setting expectations and reinforcing conduct across an organization. To embody Christian ethics in a business setting, leaders can treat integrity as part of management’s responsibility, not only as a compliance issue.

Evaluate Whether Values Are Being Lived

Organizational leaders can periodically review whether the organization’s practices reflect the principles it claims to believe in. Evaluating employee feedback, employee turnover patterns, customer complaints, and workplace policies can help leaders identify gaps between the organization’s stated values and its employees’ and customers’ daily experiences.

Build an Ethical Foundation for Business Leadership

Applying Christian ethics to business strategy can add tremendous value to an organization, helping leaders connect organizational goals with a deeper responsibility to their employees, consumers, and society. By centering integrity and care for others in their decision-making practices, leaders can help build organizations that pursue both organizational success and the common good.

If you want to become a more ethical leader, consider enrolling in the Master of Arts in Leadership program from Belmont Abbey College. The program’s focus on ethics and values-based leadership can help you prepare to have a meaningful impact within your organization and beyond.

Discover how Belmont Abbey can help you lead with purpose.

Recommended Readings

How to Successfully Lead Through Change
Key Traits of Effective Nonprofit Leadership
Servant Leadership vs. Transformational Leadership: Key Differences

Sources:

Dynamic Sustainability Lab, “Modern Slavery: Gen Z as the Driver for Ethical Labor”
Ethisphere, “2024 Ethical Culture Report: Closing the Speak Up Gap”
EY, “How Can Trust Survive Without Integrity?”
EY, “Transforming Compliance With Advanced Strategies and Technologies”
Gallup, “Global Employee Engagement Continues Decline”
The Holy See, The Common Good
PwC, “PwC’s 2024 Trust Survey: 8 Key Findings”
Success, “Ethical Consumerism: How Mindful Purchases Shape Business Trends”
United States Conference of Catholic Bishops, The Dignity of Work and the Rights of Workers
United States Conference of Catholic Bishops, Seven Themes of Catholic Social Teaching

How to Successfully Lead Through Change

Just as it is in life, change is an inherent aspect of business. Several trends are driving significant changes in the workplace: hybrid and remote work models, an increased emphasis on work-life balance, a growing need for employee training, and rapid technological advancements, including the ever increasing influence of artificial intelligence (AI).

In the face of these constant challenges, effective leaders are essential. Organizations can develop plans and establish timelines, but navigating change successfully requires leaders who can communicate a clear vision and help people adapt with confidence. Strong leaders can have a measurable impact on the success of an organizational change.

Leading through change requires the ability to provide direction and build trust with employees when the path forward is uncertain. Pursuing an advanced degree can help current and aspiring leaders gain the ethical and transformational leadership skills they need to guide organizations.

What Is Change Leadership?

Change leadership is the act of guiding an organization through a significant disruption, transition, or transformation. It is focused on the people affected by the change and the support they need as they adjust.

Leaders play a key role in helping employees make sense of a change and their role in it, as well as keeping them engaged as new priorities take shape. Effective change leaders exhibit a compelling vision, clear communication skills, patience, and a willingness to address concerns as they arise. Successfully leading an organization through a change also demands strong adaptability in order to be able to respond thoughtfully when circumstances shift.

Because a change can affect employees across an organization, the responsibilities of change leadership aren’t limited to a particular role. Executives, managers, and team contributors can all be change leaders.

Change Management vs. Change Leadership

To better understand what change leadership is, it’s also helpful to distinguish it from change management. While these concepts are related, they are not identical:

• Change management generally refers to the practical, structured side of organizational change, including the timelines, processes, and tools involved in guiding an initiative from start to finish.
• Change leadership focuses more on the human elements of change: establishing a vision, motivating employees, building trust, and dealing with uncertainty.

Both change management and change leadership are needed to effectively guide organizations through transitions.

Challenges of Leading Through Change

Even when it’s necessary, a change can create uncertainty in an organization. Employees may worry about the impact the change — whether it is in the form of a new policy or a different workflow — will have on their role, their workload, the company’s culture, or their ability to succeed under the new expectations.

The following are some of the most common challenges today’s change leaders face when guiding organizations through periods of transition.

Employee Adjustments and Change Fatigue

Employees may be hesitant about adapting to a change when they don’t understand its purpose or lack the support they need to adjust. They may need time to process what’s happening and how it affects their day-to-day work.

In an era marked by frequent disruptions, change fatigue is a very real concern for organizations. It can manifest among teams as stress, burnout, decreased productivity, or reduced engagement, and can even contribute to turnover.

Navigating Hybrid Work Models

Hybrid work models can contribute to the declines in employees’ engagement and support during a change. When teams are split between in-person and remote environments, individual team members may have different access to information and collaboration opportunities. This can make fairness harder to maintain across locations and work styles.

Without intentional efforts focused on leading through change, hybrid work models can also make it more difficult for employees to feel connected to their team and the organization.

Building Trust and Psychological Safety

Trust can be difficult to cultivate and sustain in an organization that is undergoing a major change. Employees often look for consistency and transparency from their leaders in times of uncertainty.

Employees’ psychological safety also can be affected during a transition if they don’t feel they are being respected and heard. When leaders earn the trust of their teams, employees may be more likely to share their ideas, take risks, and stay committed to their teams’ shared vision.

How Strong Leaders Navigate Change

Effectively leading through change requires paying attention to both the process and the people involved in the change. Strong leaders help create a structure around the transition by establishing timelines and delegating tasks while providing employees with the support they need to keep moving forward.

The following are a few key strategies that leaders can employ to encourage buy-in and build trust with their teams during periods of change:

• Communicate the purpose behind the change: Employees are more likely to understand and accept a change when leaders explain both what’s changing and why it matters. Clear communication can help connect the transition to broader organizational goals and give employees a stronger sense of context.
• Collaborate early and often: A change is easier to navigate when employees feel included in the process. Strong leaders encourage collaboration among teams and involve staff in decision-making when appropriate, helping them arrive at solutions that work for everyone. This can help employees feel connected to the change rather than separate from it.
• Show empathy: Empathy is a core leadership trait, especially during periods of change. Leaders can work to understand the people affected by a change and address their questions and concerns throughout the process. At the same time, leaders can balance their empathy with accountability by setting clear expectations and maintaining responsibility for their team’s progress.
• Create momentum through support and small wins: A large-scale change can feel overwhelming. Leaders can make their team’s progress more visible by breaking major initiatives into smaller steps and recognizing the contributions employees make along the way. Providing the appropriate level of support to employees and removing barriers to their progress — rather than focusing exclusively on the results — can also help ease the change process.

Lead Through Change With Clarity and Trust

Leading through change requires more than a plan. It calls for a people-centered approach to leadership that gives employees a clear sense of direction while building their trust and providing them with the support they need to move through uncertainty.

If you aspire to become an effective change leader, explore the Master of Arts in Leadership program at Belmont Abbey College. The program helps students develop the ethical, transformational, and servant leadership skills they need to lead organizations with purpose. Our fully online curriculum is designed to accommodate students’ busy lifestyles, allowing them to complete the program within one year.

Learn how Belmont Abbey can help you become a better leader.

Recommended Readings

Key Traits of Effective Nonprofit Leadership
Servant Leadership vs. Transformational Leadership: Key Differences
How to Make Your Organization a Data-Driven Organization

Sources:

BDO, “Change Leadership: Definition and Strategies for Success”
The Change Leadership, “Change Leadership Defined, and How It Differs From Change Management”
Forbes, “8 Workplace Trends That Will Define 2025”
Forbes, “Leading Through Rapid Change: 6 Key Challenges to Master Today”
Indeed, “Leadership During Change: How to Be a Great Change Leader”
Prosci, “Change Management Success”
SHRM, “How to Combat Change Fatigue in an Era of Constant Disruption”

Leading a Nonprofit: Exploring the Executive Director Career Path 

In any organization, informed and adaptable executives play a vital role in skillfully overseeing the organization’s daily operations. These leaders devise long-term strategies, coordinate projects among the many teams they oversee, and define the organization’s mission and values.

In that sense, nonprofit executive directors are no different from their private-sector colleagues, except in one way. Nonprofit directors aren’t focused on increasing profits, their goal is to improve their communities and the lives of the people who call those communities home.

Becoming the executive director of a nonprofit is typically a mid- to late-career move, meaning it can take years to accomplish. For those interested in pursuing this career path, here’s what to know about the skills, experience, and education needed to become an effective nonprofit leader. 

Nonprofit Executive Director: Job Description and Key Skills

Like chief executive officers (CEOs) in the private sector, nonprofit executive directors oversee an organization’s daily operations and steer its overall strategy. These professionals are often the highest-ranking employee in their nonprofit, but the organization’s board of directors typically has the final say in many decisions.

Common duties for nonprofit executives include:

• Coordinating with other leaders, such as program, fundraising, and volunteer directors
• Reviewing and dispersing budgets and other resources
• Presenting information about operations to the board of directors
• Fostering relationships with leaders in other organizations
• Communicating with the public
• Ensuring all programs and policies comply with local, state, and federal laws
• Guiding policy and program development
• Fundraising and development
• Financial oversight
• Visionary leadership to inspire employees and the public

To carry out these duties, executive directors need to be well-versed in organizational theory, behavior, and communication. They must also be able to turn data about operations, finances, and program effectiveness into actionable plans and policies. Above all else, nonprofit executives must be able to foster trust among their employees and the public and lead with an ethical, community-first approach. 

From Entry-Level to Executive: The Path to Becoming a Nonprofit Executive Director

Nonprofit executive directors come from many different professional and educational backgrounds. Some work their entire careers in the nonprofit sector, while others pivot from private-sector leadership roles. Either way, gaining relevant professional experience, developing key skills, and pursuing an advanced degree are often key steps.

1. Earn a Bachelor’s Degree, Then Look for Entry-Level Roles

Future executives often start their careers in entry-level positions in fundraising, volunteer coordinating, development, or program administration. In these positions, professionals can become familiar with how nonprofits function on a daily basis. Entry-level private-sector positions in human resources and business administration also can give professionals insight into how organizations operate.

Earning a bachelor’s degree helps aspiring executives prepare for both entry-level employment and higher-level positions. A degree in business or public administration can be helpful, but many professionals start their careers with a degree in finance, communications, sociology, or any of a number of other disciplines.

2. Pursue Management and Mid-Level Leadership Positions

With a bachelor’s degree and some experience, professionals can start pursuing management and mid-level leadership roles in the nonprofit sector. These include fundraising manager, program manager, and similar positions.

In these types of roles, professionals can learn how to manage resources, lead small teams, and navigate the unique laws nonprofits must adhere to. Professionals in mid-level roles in the private sector also can develop key skills in areas such as communication and collaboration.

3. Consider Earning a Master’s Degree to Pursue Senior-Level Positions

Once a professional has gained some leadership experience, they can start working their way up to director-level positions. Each nonprofit has its own leadership structure, but positions often include development director, human resources director, and director of a specific community program. Professionals in these roles help guide policy and often work closely with the nonprofit executive director.

In addition to experience, candidates for these types of positions often have a master’s degree. Many hold a master’s in an area such as business or public administration., But earning a Master of Arts (MA) in Leadership can help professionals earn sector-specific leadership skills in areas such as:

• Building trust with stakeholders, such as the board of directors, government agencies, and the public
• Complying with the financial laws governing nonprofits
• Managing and securing resources in a nonprofit environment
• Evaluating and developing community programs
• Leading with an emphasis on ethics and values
• Fostering an environment of cultivation of and thankfulness for gifts received
• Developing strategic leadership skills and learn to create a vision

Earning an MA in Leadership degree also can help private-sector leaders tailor their skills to the challenges of nonprofit administration to prepare to make the transition. Along the way, master’s students can meet peers and mentors and build a support network of like-minded, community-focused professionals.

Nonprofit Executive Director Salary

According to Payscale, the median nonprofit executive director salary is about $87,700 as of April 2026. The highest-earning professionals in this position make up to around $146,000. Individual salaries can vary based on a person’s region, employer, and experience.

Reasonable Compensation: Legal Guidelines for Determining a Nonprofit Executive’s Pay

Because of their tax-exempt status, nonprofits must follow a number of laws regarding financial transparency and how they use their funds. One of these guidelines is that leaders and other employees must receive what the U.S. Internal Revenue Service (IRS) refers to as reasonable compensation.

Reasonable compensation for a nonprofit executive is determined based on what leaders in similar organizations and similar circumstances are being paid. To ensure compliance, a nonprofit’s board of directors or an impartial third party regularly reviews other comparable organizations’ compensation policies. All relevant information is also sent to the IRS and other related agencies to maintain transparency.

Become the Type of Leader All Organizations Need

In Belmont Abbey College’s MA in Leadership program, ethical leadership is just as important as effective leadership. Built around Catholic principles, this 100% online program teaches students how to lead, listen, and collaborate in a wide range of sectors. And with classes such as Leading Effectively in Nonprofit Environments and Leading in a Data Driven Organization, it is a great option for anyone seeking to advance in or pivot to a nonprofit administration career.

To learn more about this program and its full-time and part-time enrollment options, reach out to Belmont Abbey College today.

Recommended Readings

Servant Leadership vs. Transformational Leadership: Key Differences
How to Make Your Organization a Data-Driven Organization
How to Successfully Lead Through Change

Sources:

Indeed, “Nonprofit Executive Director Job Description: Top Duties and Qualifications”
Indeed, “What Does a Nonprofit Executive Director Do? (With FAQs)”
National Council of Nonprofits, Executive Compensation
Payscale, Average Executive Director, Non-Profit Organization Salary
U.S. Internal Revenue Service, Exempt Organization Annual Reporting Requirements: Meaning of “Reasonable” Compensation