What We Talk About When We Talk About Development: How Board Members & CEOs Assess Their Organization's Development

Abstract

This study focuses on the relationship between Board members and CEOs of nonprofit museums, specifically in the realm of development. In large part, it is unclear whether Board members and CEOs approach development in the same way. Literature on nonprofit development provides guidance on development activities, but tends to focus on the practice rather than Board-staff interactions within the practice. The goal of this study is to articulate the similarities and differences in how CEOs and Board members assess their organization's development. As such, it compares CEOs and Board members in their descriptions of organizational development activities, the internal process for completing those activities, and individual participation in development efforts. Information for this research was collected in semi-structured interviews with Board members and CEOs. The sample includes 3 organizations, with 3-4 interviews done at each. Organizations were selected based on a set of criteria concerning size, history, and function. Interviews were done with the CEO, 1-2 Board officers, and the newest Board member at each organizations. These interviews were transcribed and coded for the development activities described, distinguishing activities by their type and their stage of implementation at the organization. For the organizations of this study, results show both similarities and differences in how CEOs and Board members assess their organization's development. While similar in describing the CEO's role in development, these two groups differed in describing the Board's role. Furthermore, both groups primarily emphasized current or implemented development activities, but differed in how they characterized non-implemented activities. The sample, which is both small and specific, is the study's main limitation. Other limitations include subjectivity of both the research method and coding process. Overall, the study's results elaborate on the dynamic of the CEO-Board relationship, and provide recommendations concerning both CEO and Board performance.