635 board chairs across the U.S. responded to a national study regarding how they prepared for the role as chair and how they understood their leadership roles in relationship to their boards, to their Chief Executive Officers/Executive Directors, and to the communities they serve.  The study was conducted by the Alliance’s Governance Member Affinity Group, a network of nonprofit consultants, researchers, funders and capacity building organizations whose goal is to forward creative and innovative thinking, models, and practices in the field of governance and board development;, and promote research-based practice. 

Although nonprofit board chairs are expected to provide significant leadership to their boards and their organizations, this study finds that only half prepared for their critical leadership role.  Of those that did prepare, their primary source of training was through the observation of prior chairs, regardless if they were effective leaders.  Very few board chairs received formal training, used the internet for resources, read nonprofit books or magazines, or used libraries to help them learn how to be effective chairs.  And many board chairs only served on their boards, in any capacity, for three or less years before assuming the leadership role; often times, they took on the role because others were unwilling.

There is increasing focus on nonprofit accountability to the communities and constituents they serve; however, other findings reveal that board chairs have little contact with the community and constituents, media, funders or other community stakeholders.  

According to Dr. Judy Freiwirth, Chair of the Governance Affinity Group and Research Team Member, “While advocacy and community engagement are considered critical governance roles for boards, this study revealed that board chairs seem to spend most of their time isolated in the boardroom, rather than engage with their constituents and stakeholders to whom they are accountable.”  

Based on the complete set of study findings, the research team recommends the following for the nonprofit sector: a) develop an intentional practice of board chair preparation and succession planning; b) provide more accessible resources, as well as training, coaching and mentoring for board chairs; c) develop shared leadership models rather than relying on one individual to fulfill all board leadership roles;  d) build leadership capacity for many potential and emerging board leaders; and e) support and expect board chairs to be actively engaged with their nonprofit’s community and constituency, and in leading advocacy efforts.  The Research Team also included Mary Hiland, Ph.D., Michael Burns, M.A., Gayle Gifford, M.S., and Debra Beck, Ed.D.

To read the full study, please link to http://www.allianceonline.org/.