The economic recession of the early 21^st century and evidence of fraud and mismanagement prompted nonprofit organizations (NPOs) to rely on outcome measures and standards of operation to demonstrate accountability, maintain funding, and retain broad community-based support. Based on the importance of strategic leadership theory this quantitative relational study investigated potential relationships between employee and volunteer perceptions of leadership style and leader-accountability in three Louisiana-based NPOs providing health and human services. The study included a cross-sectional survey research design to collect 65 responses from a sample of 217 and a quantitative relational analysis of the statistical significance of potential relationships between the nine factors of leadership and three dimensions of leader-accountability. Multivariate and multiple linear regression testing revealed statistically significant positive relationships between two factors associated with transformational leadership and two dimensions of leader-accountability. The findings included one statistically significant negative relationship between one leadership factor associated with transactional leadership and one leader-accountability dimension. The results of this study demonstrated that transformational leadership might be the only style that stimulates accountability, and only through application of idealized behaviors and individual consideration to demonstrate openness, and through individual consideration to demonstrate answerability.