Nonprofit Board Role Ambiguity

Wright, Bradley E.; Millesen, Judith L.

doi:10.1177/0275074007309151

Cited by 39 publications

(11 citation statements)

References 29 publications

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“…This finding is consistent with what Wright and Millesen (2008) and Widmer (1993) refer to as board role ambiguity. As Wright and Millesen (2008) define board role ambiguity as a situation wherein "when board members do not know or understand the performance expectations and established standards of behavior" (p 333). They argue that this lack of understanding of the role of the board has a negative impact on board performance and that training and hands-on coaching can decrease role ambiguity among board members.…”

Section: Discussionsupporting

confidence: 89%

The Individual, Group, Organizational, and Community Outcomes of Capacity-Building Programs in Human Service Nonprofit Organizations: Implications for Theory and Practice

Bryan

Brown

2015

Human Service Organizations: Management, Leadership & Gover

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Section: Discussionsupporting

confidence: 89%

The Individual, Group, Organizational, and Community Outcomes of Capacity-Building Programs in Human Service Nonprofit Organizations: Implications for Theory and Practice

Bryan

Brown

2015

Human Service Organizations: Management, Leadership & Gover

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“…This study also explores the role of training. Although training is touted as an important mechanism to improve board performance, there is relatively modest research exploring impact on directors' behavior (Wright & Millesen, 2008). As depicted in Figure 1, the current study examines the relationships between board capital, three factors (training, sense of community, and mission attachment), and board member engagement in two areas (monitoring and resource).…”

mentioning

confidence: 99%

Factors That Influence Monitoring and Resource Provision Among Nonprofit Board Members

Brown

Hillman

Okun

2011

Nonprofit and Voluntary Sector Quarterly

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This article explores antecedents of nonprofit directors’ self-reported confidence and participation in two board functions: monitoring (executive performance appraisal, selection, fiscal operations, and implementation of strategy) and the provision of resources (advice and counsel, fundraising, and ties to external constituents). We propose that board member’s experience and background in conjunction with other factors such as commitment to the mission, a sense of community with other board members, and training will influence confidence and participation in board functions. Data were collected via a survey from 591 board members in 64 different nonprofit organizations. Regression analyses showed that gender, experience as a nonprofit board member, service on other nonprofit boards, mission attachment, and training were the most consistent predictors of confidence and participation in board activities. Implications are noted for enhancing the contribution of board members to nonprofit organizations.

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“…Similarly, Wright and Millesen (2008) found that board role ambiguity was related to a disconnect between what board members believed their roles to be and what chief executives expected. We suspect that, for many board members, the self-assessment process might be the first time they were introduced to the full range of board roles and responsibilities; thus, a certain amount of confusion, ambiguity, and uncertainty is expected.…”

Section: Resultsmentioning

confidence: 98%

Building Capacity in Nonprofit Boards: Learning from Board Self-Assessments

Millesen¹,

Carman²

2019

J. Public Nonprof Aff.

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Boards of directors of nonprofit charitable organizations have long been responsible for serving essential purposes and performing critical agency functions. Given these responsibilities, it seems reasonable to expect that a periodic review of a board’s capacity to effectively govern a nonprofit charitable organization be conducted. Using data collected from 800 individuals serving as board members of 42 different performing arts nonprofits, this study reports on board member evaluations of their individual and collective participation in the governance process through a self-assessment undertaken to inform decision-making and build capacity at both the board and organizational levels. Findings suggest the need for more (or better) training/orientation opportunities; focused, intentional, and tailored recruitment processes; clear communication, greater role clarity, and specificity regarding board performance expectations; greater understanding about best practices and the need to add value; and time to cultivate openness and collegiality among the board members and between the board and staff.

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Nonprofit Board Role Ambiguity

Cited by 39 publications

References 29 publications

The Individual, Group, Organizational, and Community Outcomes of Capacity-Building Programs in Human Service Nonprofit Organizations: Implications for Theory and Practice

The Individual, Group, Organizational, and Community Outcomes of Capacity-Building Programs in Human Service Nonprofit Organizations: Implications for Theory and Practice

Factors That Influence Monitoring and Resource Provision Among Nonprofit Board Members

Building Capacity in Nonprofit Boards: Learning from Board Self-Assessments

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