Title

Fraternity Leadership at the National Level: Boards and Executives Working Together

Date of Award

8-8-2022

Degree Name

Ed.D. in Educational Leadership

Department

School of Education and Health Sciences

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.

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