Conceptualizing Leadership Support

Abstract

Bottom Line-Boston (BL-B), a regional office of the national nonprofit organization Bottom Line, noticed differing perceptions and expectations of leadership support between its leaders and program advisors. Using a qualitative case study method, this project aimed to understand the misalignment between leadership support behaviors and the perceptions of their employees. The study’s design included interviews with leaders, secondary surveys, document review, and observational field notes analyzed through the lenses of organizational support and transformational leadership theories. Its data revealed which leadership support practices aligned and misaligned with the expectations of their employees. The findings identified a range of effective supportive methods employed by BL-B's leadership, including communication, and social support. Conversely, missed opportunities for transparency, limited empowerment, and weak professional development opportunities diminish employees' feeling of support. Based on these findings, several recommendations are proposed to align support expectations and minimize barriers to support.