BOARD IMPACT ON NONPROFIT EXECUTIVE DIRECTOR BURNOUT

Abstract

The role of nonprofit organizations is increasing in the United States as governmental involvement and/or support disappears. Nonprofits are filling the gaps in services created for at-risk clients. This ever-expanding role of nonprofit organizations has created an interest in the organizational and leadership dynamics of such entities.

This study seeks to examine the complex relationship between the board of directors and the executive director in nonprofit organizations. The relationship between the two entities will be examined to better understand the impact of the board on executive director burnout.

A survey was emailed to a convenience sample of executive directors of nonprofit organizations in medium-sized city the southern plains of the United States. The sample was based on the executive director's email address being available to the executive director of a neutral third party. The research procedure is explained in Chapter Three and an analysis of the results is presented in Chapter Four. The correlations are given and analyzed in light of the hypothesis, as well as the results and analysis of the hierarchical multiple regression. Chapter Five presents a discussion of the results, the limitations of the study and suggestions for further research. The findings indicate that the board does, in fact, have an effect on mental health, health perceptions, and the two most prominent characteristics of burnout, disengagement and exhaustion.