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Toxic leadership is associated with a number of negative consequences to the long-term health and welfare of people in organizations. Destructive leader styles redirect employee efforts from mission accomplishment to self-protection and survival behaviors, undermining the organization. Increased demand and decreased funding are characteristic of the nonprofit sector. Therefore, successful nonprofit organizations tend to rely on creativity and irrnovation to ensure their communities are appropriately and sufficiently sustained. Supportive, not toxic, leadership helps foster organizational environments that encourage prudent risk-taking and innovation. This concurrent mixed methods study explored the relationship between toxic leadership and organizational citizenship and turnover behaviors among 471 survey respondents from a sample of San Diego nonprofit paid staff, and considered the influence commitment has on those relationships. An open ended question for those who reported experiencing toxic leadership provided additional context and depth as to why employees stayed in an organization in spite of abusive supervision. The findings of the study are of interest to leaders and managers of nonprofit organizations to develop policies and training processes as they strive to recruit, retain and develop talented employees. Toxic supervision was found to exist in San Diego nonprofit organizations. However, its effect on organizational citizenship (OCB) and turnover behaviors was inconclusive, as was the influencing effect of commitment, in this study. However, both commitment and OCB-like ideas emerged as stated reasons that participants did not leave the organization, as did career, resilience and opportunity concepts. These identified variables suggest complex relationships that act in concert to influence staff retention indicating possible important opportunities for future research. ACKNOWLEDGEMENTS As noted by my USD colleague, COL James Dobbs, the process of completing this course of study is not possible without help, support and guidance from many. To all of you who have done so for me over the last many years, thank you all. Particularly, I must thank my Chair, Dr. George Reed for his enthusiasm and balanced approach to the myriad aspects ofleadership, Dr. Fred Galloway, a truly supportive and encouraging educator, who inspires all of us, his students, to think and consider rather than react and repeat, Dr. Zachary Green who engages my unfocussed excitement about leadership, its connections and applications, elevates my thinking and challenges me to bring forward my underlying reasoning a skill not easily taught (or learned) and always superbly offered, and Dr. Linnea Axman a good friend whose gentle guidance helped me understand this work at a much deeper level. Thank you all for your steadfast support. I owe a special debt of gratitude to my advisor, Dr. Robert Donmoyer, who brought me into research in the nonprofit sector and opened up a new path for me. Mostly, though, he reminded me what I could and should bring to the table. For that, I will always be grateful. A special thank you to Lenore Lowe and Stephanie McCullers, this study could not have happened without them, and for recognizing good leadership is important to the sector. This process can have many barriers to progress. No one helped me break them down as well as Dr. Mary McDonald a gifted and gentle teacher There are many friends and colleagues at USD who have supported, helped and inspired me through a very long journey, especially, Dr. Owen Smith who made me think harder and everything more fun, Dr. Nathaniel Dunigan, a stalwart friend and supporter, Dr. Lyn Taylor Peyton Roberts who makes "the data" an exciting dive every time, Elaine Lewis, a good friend, who gives me my own advice when I need it better than I do, Elizabeth Castillo who has an inspiring message and started me in my new career thank you, Alma Ortega whose unique approach to the subject helps me stretch my understanding, and, Heather Gibb, who has endless patience and such good humor. I want to thank those from the The Caster Family Center for Nonprofit and Philanthropic Research where my many passionate colleagues led me to the third sector, particularly Dr. Laura Deitrich, Dr. Heather Carpenter, Dr. Audrey Barrett, Dr. Jennifer Jones, Dr. Lindsey McDougle, Bethan Theunissen, Jennifer Y ebba and Pat Libby. I also greatly appreciate my many United Way colleagues and friends who have had such great confidence in me, especially my boss, Ryan Morris, who with such good grace gave me time to finish this, talk about it and supported me throughout. I also

The Relationship Between Toxic Leadership, Organizational Citizenship, and Turnover Behaviors Among San Diego Nonprofit Paid Staff