Abstract
This project sought to explore the application of transformational leadership (TFL) theory to the field of non-profit mental health. Specifically, this researcher focused on alignment with TFL for leaders within one non-profit mental health agency, the practical applicability of this theory, and the extent to which this theory can be beneficial in encouraging growth and development for leaders at this agency. Review of current literature apprised the reader to the development, similarities, and distinguishing characteristics of TFL and non-profit mental health agencies. Per review of the literature and data analysis outcomes, it appears that social work and TFL reflected similarities in how both have adapted to work within an established system while meeting the unique and challenging needs of populations that have evolved over time. Data analysis outcomes suggest that TFL and social work appear to fit together well, at least for leaders at this particular agency. These individuals’ responses suggest that their perspectives and roles embody the definition of a leader, in that they dig deeper beyond the task-focused managerial roles into the bigger picture of what motivates themselves and others to go above and beyond. It would be beneficial for future researchers to increase population size and the number of organizations to participate in future studies, to explore the extent to which outcomes can be generalizable to other agencies.