Fraternity Leadership at the National Level: Boards and Executives Working Together
Date of Award
2022
Degree Name
Ed.D. in Educational Leadership
Department
Department of Educational Administration
Advisor/Chair
Matthew Witenstein
Abstract
Nonprofit organizations many times are more dependent upon both volunteers and paid staff to achieve their mission than for-profit companies (Lakey 2010). Depending on the size and maturity of the nonprofit, the role of the board may be more operational than strategic, potentially leading to a conflict or confusion of roles between the volunteer board and the paid staff (Ingram 2015). It can also be difficult to measure the overall performance of a nonprofit organization as many entities are more focused on social impact causes, which can be complicated to quantify (Carver 2006). For the purposes of this study, I will be focusing on the relationship between the board chair of a nonprofit and the chief executive. Specifically, the research question this study seeks to address is if the relationship between the executive and board chair has an impact on the organizational performance of the nonprofit. The method was a case study approach and the findings found three key themes were important in the relationship between the board and the executive: communication, accountability and role definition
Keywords
Organization Theory, Nonprofit, Boards of Directors, governance
Rights Statement
Copyright © 2022, author.
Recommended Citation
Hinkley, Thomas, "Fraternity Leadership at the National Level: Boards and Executives Working Together" (2022). Graduate Theses and Dissertations. 7123.
https://ecommons.udayton.edu/graduate_theses/7123
