Competency 1 Reflection: Leadership and Management in the Nonprofit Sector

Nonprofit leadership requires the ability to manage people, processes, and mission-centered outcomes in environments that are constantly changing. This competency, which focuses on leading and managing in a dynamic, mission-driven nonprofit sector, represents a central theme of my academic and professional journey. Throughout my coursework, particularly the PAD 6335 Strategic Plan and the PAD 6149 Leadership Case Study, I gained a deeper understanding of how nonprofit leaders must balance mission fidelity, stakeholder expectations, resource scarcity, and organizational adaptability. These assignments allowed me to integrate theory, research, strategic thinking, and practice in ways that strengthened my leadership approach.

The strategic planning process in PAD 6335 was foundational in helping me understand how leadership must operate at both the strategic and operational levels. Working with my team to develop a comprehensive strategic plan for the United Foundation of Central Florida (UFCF) required us to assess organizational history, mandates, stakeholders, environmental pressures, and capacity for growth (see Strategic Plan, pp. 1–3). Our SWOT and TOWS analyses on pages 8–9 highlighted UFCF’s strengths—such as strong community relationships and a holistic service model—while identifying challenges related to limited funding, rapid expansion, and technological barriers. The process of turning this analysis into goals, objectives, and implementable strategies helped me understand what Worth (2023) describes as the alignment of mission, strategy, and structure.

One of the most significant lessons from the strategic planning assignment was the importance of building consensus among diverse stakeholders. As the methodology section (p. 5) notes, we conducted interviews with staff and reviewed internal documents to ensure that the plan reflected organizational priorities and community needs. This reflects BoardSource’s (2010) emphasis on participatory governance, where leadership actively incorporates input from board members, volunteers, partners, and program beneficiaries. Leading and managing in this way strengthens buy-in and ensures that decisions serve the people who depend on nonprofit services.

The strategic plan also helped me apply management principles in a practical context. Developing long-term strategies, such as diversifying revenue streams, integrating new technology, strengthening youth programming, and expanding community partnerships (pp. 10–12), required the type of forward-thinking leadership that Miller-Millesen (2003) identifies as essential for nonprofit boards and executives. The plan’s focus on implementation and evaluation further reinforced the idea that leadership is not only about vision, but also about developing systems and processes that translate goals into measurable outcomes.

The PAD 6149 Leadership Case Study provided an additional, more analytical lens for understanding nonprofit leadership. This assignment examined increased service demand in Central Florida and the adaptive leadership responses required to manage it. In the opening of the case study, I explored how national nonprofit trends mirror local realities, highlighting the pressure organizations face as inflation, population growth, and reduced public support increase community needs (Leadership Case Study, Introduction, 2025). Through the theoretical frameworks of resource dependence theory, stakeholder theory, and adaptive governance, I analyzed how nonprofits navigate uncertainty by restructuring, forming partnerships, or leveraging data.

One of the most meaningful components of this assignment was applying these theories to UFCF’s real-world organizational changes. The supplemental reorganization document describes how UFCF transitioned from a traditional linear structure in 2023 to a divisional model in 2025, driven by a 90% increase in service demand (Supplemental Document, Executive Summary and Rationale, 2025). This restructuring reflects Pfeffer and Salancik’s (1978) argument that organizations evolve to manage environmental pressures and secure needed resources. By decentralizing leadership, expanding data analytics capacity, and formalizing departments such as Culture & Belonging and Alumni Engagement, the organization strengthened its ability to meet community needs while maintaining mission alignment.

Studying UFCF’s structural transformation deepened my understanding of nonprofit management in practice. I learned how strategic decision-making, data-driven evaluation, equity-centered leadership, and communication systems influence both internal culture and external impact. This case study also helped me reflect on ethical leadership, especially during times of increased demand and limited resources. Golembiewski’s (2023) work on ethical strain in budgeting reinforced the necessity of transparency, fairness, and responsible stewardship in nonprofit decision-making.

Both major assignments strengthened my confidence in leading mission-driven organizations. They expanded my ability to diagnose organizational challenges, design strategic responses, communicate with stakeholders, and build systems that support sustained impact. They also helped me recognize the value of adaptive leadership—being able to shift structures, processes, and strategies while keeping the organization’s core mission at the forefront. These insights directly influence my work as Chief Relationship Officer & First Vice President at UFCF, where I manage strategic partnerships, organizational initiatives, and advancement efforts.

Overall, Competency 1 has been one of the most meaningful components of my graduate education. It brought together my academic learning, professional background, and leadership philosophy. Through these assignments, I strengthened my ability to lead and manage effectively within a dynamic, mission-driven nonprofit sector, preparing me for future roles including my long-term aspiration of serving as a nonprofit Chief Executive Officer. The lessons learned from strategic planning, organizational analysis, and leadership research will continue to shape how I approach decision-making, collaboration, and mission stewardship throughout my career.

References

Abzug, R., & Galaskiewicz, J. (2001). Nonprofit organizations and corporate responsibility: Mapping the institutional terrain. Journal of Public Administration Research and Theory, 11(4), 723–739.

Barman, E. (2008). With strings attached: Nonprofits and the adoption of donor choice. Nonprofit and Voluntary Sector Quarterly, 37(1), 39–56.

Berman, E., & West, J. (1998). Productivity enhancement efforts in public and nonprofit organizations. Public Productivity & Management Review, 21(2), 207–219.

BoardSource. (2010). The handbook of nonprofit governance. John Wiley & Sons.

Bradshaw, P., & Buchanan, D. (2011). Acting in the public interest: Another look at research on nonprofit governance. Nonprofit Management and Leadership, 21(4), 345–364.

Golembiewski, R. T. (2023). Ethics in fiscal administration. Taylor & Francis.

Milward, H. B., & Provan, K. G. (2000). Governing the hollow state: A network perspective on public management. Journal of Public Administration Research and Theory, 10(2), 359–380.

Miller-Millesen, J. (2003). Understanding the behavior of nonprofit boards of directors: A theory-based approach. Nonprofit and Voluntary Sector Quarterly, 32(4), 521–547.

Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations: A resource dependence perspective. Harper & Row.

Swain, J. W., & Reed, B. J. (2010). Budgeting for public managers. Routledge.

Thornton, J. (2006). Nonprofit fundraising in competitive donor markets. Nonprofit and Voluntary Sector Quarterly, 35(2), 204–224.

Urban Institute. (2024). Nonprofit leaders’ top concerns entering 2025. Urban Institute.

Van Slyke, D. M., Ashley, S., & Johnson, J. L. (2007). Nonprofit performance, fundraising effectiveness, and strategies for engaging African Americans in philanthropy. The American Review of Public Administration, 37(3), 278–305.

Worth, M. J. (2023). Nonprofit management: Principles and practice (6th ed.). SAGE Publications.

Evidence Documents 

Serrano-O’Neil, J. (2025). PAD 6149 leadership case study [Unpublished manuscript].

Serrano-O’Neil, J. (2025). Leadership case study Part II: Supplemental reorganization document [Unpublished manuscript]. United Foundation of Central Florida.

Jones, D., Kamose, S., & Serrano-O’Neil, J. (2024). United Foundation of Central Florida strategic plan (2024–2031) [Unpublished manuscript]. PAD 6335 Strategic Planning & Management, University of Central Florida.