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Effective boards: How executive directors define and develop them
Author(s) -
Fletcher Kathleen B.
Publication year - 1992
Publication title -
nonprofit management and leadership
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.844
H-Index - 54
eISSN - 1542-7854
pISSN - 1048-6682
DOI - 10.1002/nml.4130020307
Subject(s) - executive director , business , accounting , public relations , function (biology) , point (geometry) , work (physics) , key (lock) , executive board , corporate governance , psychology , management , political science , finance , computer science , engineering , economics , mechanical engineering , geometry , mathematics , evolutionary biology , biology , computer security
There is growing recognition in the nonprofit field that the executive director has a key role in determining whether the board of directors will function effectively. To aid executives in this vital role, two recent studies defined a “good board” from the point of view of two samples of executive directors of community agencies, then sought factors related to board performance as measured by this definition. In interviews, executives whose boards scored higher than their peers on this performance measurement related how they work with their boards in such areas as recruitment of new members, financial management, fundraising, and leadership development.