Founder or flounder: When board and founder relationship impact nonprofit performance

ABSTRACT

This case study describes the complex relationships between nonprofit boards of directors and executive directors, especially when the executive director is the organization’s founder. The case takes the perspective of an MPA student, with limited professional experience, who is asked to serve on a board of a new nonprofit. It is an exciting opportunity; however, the student soon is overwhelmed as issues begin to arise in working with the organization’s founder. There are tensions between some board members and the founder regarding board roles, and questions arise around whether the nonprofit can survive. Teaching notes guide educators to broach topics including, but not limited to, board roles and responsibilities, nonprofit incorporation, performance measurement, board and executive director relationships, fiscal responsibility, and diversity, equity, and inclusion.

KEYWORDS:

• Nonprofit management
• performance measurement
• nonprofit board roles
• board-executive relationships

Additional information

Notes on contributors

Del M. N. Bharath

Del M. N. Bharath (she, her, hers) is an Assistant Professor of Public Administration at Savannah State University. She researches and writes about pedagogical tools in public administration education that facilitate connecting theory to practice. She believes that public administration educators are responsible not only to disseminate knowledge to students, but to development them as citizens.

Sue Carter Kahl

Sue Carter Kahl, Ph.D. (she, her, hers) serves in an Adjunct Faculty role at the University of San Diego. She studies the value of volunteers and volunteer engagement in organizations. She is committed to bridging theory and practice.