Nonprofit board role ambiguity : investigating its prevalence, antecedent, and consequences
By: WRIGHT, Bradley E
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Contributor(s): MILLESEN, Judith L.
Material type: 
ArticlePublisher: Thousand Oaks, CA : Sage Publications, September 2008The American Review of Public Administration 38, 3, p. 322-338Abstract: This study investigates the degree to which nonprofit board volunteers understand their role and performance expectations in the organizations they govern. Using data collected from chief executives and board members, the authors first compare board member self-reports of role ambiguity with chief executive assessments of how well board members understand their roles. They then examine the antecedents and consequences of board role ambiguity, finding that training and feedback can decrease role ambiguity and that role ambiguity adversely affects board engagement
This study investigates the degree to which nonprofit board volunteers understand their role and performance expectations in the organizations they govern. Using data collected from chief executives and board members, the authors first compare board member self-reports of role ambiguity with chief executive assessments of how well board members understand their roles. They then examine the antecedents and consequences of board role ambiguity, finding that training and feedback can decrease role ambiguity and that role ambiguity adversely affects board engagement
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