This article explores what non-profit executive turnover looks like from the perspective of who is responsible for managing these turnover events the voluntary board of directors. Boards operate with prescribed responsibilities but varying capacities to fulfil their duties.
Non-profit professional literature has offered instruction for boards managing executive turnover events, but there has been little empirical study investigating how boards actually fulfil this critical responsibility. Using surveys and interviews, the research study on which this article
is based engaged the boards of non-profits operating in the United States that had recently experienced executive turnover. The findings are instructive about the actual functioning of boards and offer new insights about how and why board management of executive transitions may stray from
the prescribed ideal. The findings highlight the importance of board capacity and the implications of boardexecutive relations for the board’s management of executive turnover.
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