AN NPQ CLASSIC: “How,” the author rhetorically asks, “can an organization contribute to a democratic society if there is a democratic deficit in its own governance?” It’s a particularly pertinent question for nonprofits in these times.
This classic article from a leading scholar on nonprofit governance has, over the past few years, transformed much of the conversation about where the substantive governance of your nonprofit really resides—quite far from the boardroom. Be prepared to reconsider many of your assumptions about nonprofit boards of directors.
At a recent conference on nonprofit governance research, this classic NPQ article came up repeatedly. We thought we would share it with you to remind you that when it comes to nonprofit boards and governance, we may still be largely focused on the wrong things and vastly underestimating the board’s importance and potential.
Yesterday, NPQ published “Is Your Board ‘Normal’?” That feature took a look at some of the findings of “Leading with Intent,” the 2014 BoardSource Governance Index. While we had your attention drawn to the topic of governance, we wanted to provide you with some other valuable thinking on the topic via this review.
This article proposes that nonprofit leaders are increasingly focused on secondary issues, and asks, What does the sector stand to gain as a result of retraining our focus from structural concerns to the central questions and principles of nonprofit governance?
In this unique study, nonprofits report on their transactions with board members—some for the better and some for the worse.
A decade since the Sarbanes-Oxley Act first appeared, organizations still worry that aspects of the law will continue to seep into the sector. But doesn’t the sector actually have little to worry about and much to gain?
Diversity on boards has to be good, right? So how is it that study after study suggests the opposite? A closer look at boards today reveals that exactly how we diversify makes all the difference.
It’s a wonder that social-movement networks survive long enough to make an impact. What’s the secret sauce of these organizing efforts?
Does governance only reside in the board? Most of us know that it is more widely held than that, but few really design their governance systems to make full use of the intelligence and energies of their stakeholders.