{"title":"树自顶而死:董事会、董事会主席和执行董事之间冲突的案例研究","authors":"Melissa A. Mathews","doi":"10.18666/jnel-2022-11470","DOIUrl":null,"url":null,"abstract":"This instructional case study based on historical data is intended for learners to examine critical incidents that led to conflict among the board of directors, board chair, and executive director of a nonprofit cultural arts organization, which is located in a major metropolitan region of the United States. The data collection methods for this study included archived meeting minutes, memorandums, field notes by the former executive director, and semi-structured interviews with nonprofit colleagues who were executive directors at other organizations during the study period. This instructional case study reveals multiple key departures from board governance policies and normative practices that led to board, board chair, and executive director conflict, resulted in organizational instability, and culminated in the firing of the executive director and resignation of the board chair. Additionally, this case provides an opportunity for learners to gain an enhanced understanding of ethical board practices and the value of community constituency involvement in broader governance processes.","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":null,"pages":null},"PeriodicalIF":0.2000,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Trees Die from the Top: A Case Study of Conflict Among the Board, Board Chair, and Executive Director\",\"authors\":\"Melissa A. Mathews\",\"doi\":\"10.18666/jnel-2022-11470\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"This instructional case study based on historical data is intended for learners to examine critical incidents that led to conflict among the board of directors, board chair, and executive director of a nonprofit cultural arts organization, which is located in a major metropolitan region of the United States. The data collection methods for this study included archived meeting minutes, memorandums, field notes by the former executive director, and semi-structured interviews with nonprofit colleagues who were executive directors at other organizations during the study period. This instructional case study reveals multiple key departures from board governance policies and normative practices that led to board, board chair, and executive director conflict, resulted in organizational instability, and culminated in the firing of the executive director and resignation of the board chair. Additionally, this case provides an opportunity for learners to gain an enhanced understanding of ethical board practices and the value of community constituency involvement in broader governance processes.\",\"PeriodicalId\":43170,\"journal\":{\"name\":\"Journal of Nonprofit Education and Leadership\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":0.2000,\"publicationDate\":\"2023-04-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Nonprofit Education and Leadership\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.18666/jnel-2022-11470\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q4\",\"JCRName\":\"SOCIAL SCIENCES, INTERDISCIPLINARY\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Nonprofit Education and Leadership","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.18666/jnel-2022-11470","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q4","JCRName":"SOCIAL SCIENCES, INTERDISCIPLINARY","Score":null,"Total":0}
Trees Die from the Top: A Case Study of Conflict Among the Board, Board Chair, and Executive Director
This instructional case study based on historical data is intended for learners to examine critical incidents that led to conflict among the board of directors, board chair, and executive director of a nonprofit cultural arts organization, which is located in a major metropolitan region of the United States. The data collection methods for this study included archived meeting minutes, memorandums, field notes by the former executive director, and semi-structured interviews with nonprofit colleagues who were executive directors at other organizations during the study period. This instructional case study reveals multiple key departures from board governance policies and normative practices that led to board, board chair, and executive director conflict, resulted in organizational instability, and culminated in the firing of the executive director and resignation of the board chair. Additionally, this case provides an opportunity for learners to gain an enhanced understanding of ethical board practices and the value of community constituency involvement in broader governance processes.