Dwindling government resources and demands for increased accountability have challenged nonprofit organizations to meet their primary missions while also creating efficient and effective back-office accounting and information systems. Even though many nonprofits say that accounting and information support systems are mission-critical, they tend to staff these systems weakly and to be less efficient than they could be. The present paper uses a system dynamics model to show how the “Limits to Growth” and “Shifting the Burden” systems archetypes help explain this situation. The model runs show that the exercise of leadership is the underlying issue—nonprofit managers must challenge organizational cultures and mindsets that act as limiting factors, causing the nonprofits to avoid implementing fundamental solutions to their problems. The paper discusses several action recommendations.