Trees Die from the Top: A Case Study of Conflict Among the Board, Board Chair, and Executive Director
DOI:
https://doi.org/10.18666/JNEL-2022-11470Keywords:
board, board chair, executive director, governance, roles, conflictAbstract
Abstract
This instructional case study based on historical data is intended for learners to examine critical incidents that led to conflict among the board, 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, document review, and semi-structured interviews with nonprofit colleagues. This instructional case study reveals multiple key departures from board governance policies and best practices that led to board and executive director conflict, resulted in organizational instability, and culminated in the departure of the board chair and executive director. 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.
Keywords: board, executive director, governance, roles, conflict
References
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