Understanding the Dynamics of Board-Executive Director Relationships in Nonprofits: A Qualitative Study of Youth-Serving Nonprofits in Utah

Abstract

A functional positive relationship between the executive director (ED) and the board of directors (BOD) is crucial to nonprofits meeting their missions. The present qualitative study sought to identify factors—including traits, behaviors, processes, and experiences—associated with positive relationships between BODs and EDs in youth-serving nonprofits in Utah. Surveys were utilized to identify pairs (N = 6) of board chairs and EDs who had high relationship satisfaction. Individual semi-structured interviews were employed with each participant. Transcripts were analyzed using two-cycle coding, descriptive and pattern coding in which three themes emerged: (1) Background; (2) Roles; and (3) Leadership. The findings illustrated effectively harness individuals’ professional experiences and skills and can provide essential support and mentoring to the ED. Furthermore, interviews with ED–Board Chair (BC) pairs revealed that holding similar values and motivations for serving and leading in the organization fed into harmonious partnership models and a supportive collaborative environment. A shared leadership approach, guided by set roles and responsibilities and solidified with trust and open communication, resulted in EDs and BCs being satisfied with their counterparts and how their organizations were operating. Findings can guide nonprofits in developing, maintaining, and evaluating relationships and processes related to leadership in nonprofits.

Keywords

• board governance
• nonprofit leadership
• nonprofit management
• nonprofit executive directors