How members of nonprofit boards of directors learn their roles and responsibilities: A case study

by Rhodes, Deborah L., Ph.D., CAPELLA UNIVERSITY, 2014, 125 pages; 3616291


This qualitative case study explored the experiences of members of one nonprofit board to learn about how they acquired their knowledge of nonprofit organizational governance and the recommendations they would have for potential board members. For this board, emphasis was the connection to the mission and the intense selection/orientation meeting in which the history of the organization and the expectations of a board member are covered. Ongoing board training has been more informal and individually based with the Executive Director managing most training opportunities and some board members have paired themselves with other board members for mentorship. The board is self-described as well functioning with active participation even though many of the board members have no previous board experience. The primary conclusion is that board members must understand what is expected of them, have a solid connection with the mission of the organization, and be willing to do the work required, including seeking out mentorship from others on the board or outside educational opportunities. The organization should provide resources for technical skill learning and opportunities for the board members to learn either within or outside the structure of the boardroom meetings.

AdviserSteven Jeddeloh
Source TypeDissertation
SubjectsManagement; Public administration; Continuing education
Publication Number3616291

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