MSOL-5803 v3

Lincoln, S. C., Partner, C., & Edwards, L. (2019). The Essential Eight: A Concise Summary of 21st‐Century Governance Guidelines for Nonprofit Boards. Board Leadership, 2019(161), 1–4.
Authors highlight eight essential elements for board members to adequately fulfill fiduciary duties necessary for nonprofit organizations to function optimally. The article offers advice that applies to the 21st century and acknowledges that in this constantly evolving society, baseline fiduciary duties are influenced by the expansion of technology and communication.

Duta, A. (2011). Nested at the heart: A new approach to nonprofit leadership.
Duta explains the nucleus model of leadership and evaluates the effectiveness of having an on board-chief executive officer (CEO). The article compares the board-centered model and the executive-centered model for the purpose of understanding the relationship between CEO’s and board members in terms of the balancing of power within a nonprofit organization. The nucleus is responsible for vital operations such as fundraising. Duta challenges hierarchal perspectives of leadership but explains that the nucleus is at the center of the organization, therefore, there should be a healthy operating relationship between CEO and board chair.

Miller-Stevens, K., & Ward, K. D. (2019). Nonprofit Board Members’ Reasons to Join and Continue Serving on a Volunteer Board of Directors. Journal of Nonprofit & Public Sector Marketing, 31(1), 61–83.
The article provides research on an individual’s motivations to voluntarily join and serve on a Board of Directors for a nonprofit organization. Studies suggests that someone is more likely to join and continually serve on a board of directors for organizational reasons than individual or community reasons.

Fredette, C., & Sessler Bernstein, R. (2019). Ethno-racial Diversity on Nonprofit Boards: A Critical Mass Perspective. Nonprofit & Voluntary Sector Quarterly, 48(5), 931–952.
The articles discusses the need for “achieving a critical mass of ethno-racial diversity” on boards and the impact of board diversity on stakeholders, donor engagement, and overall board performance.

Rogers, R. (2015). Why the social sciences should take philanthropy seriously. Society, 52(6), 533-540.
Drawn from other essays and a symposium, the article discusses the importance of understanding “new philanthropy” and its role in the nonprofit sector. While the article calls attention to the need for further research in this area, it also presents a wealth of information related to past and future theories and approaches relate to philanthropy.

Hess, J. D., & Bacigalupo, A. C. (2013). Applying emotional intelligence skills to leadership and decision making in non-profit organizations.
Authors suggest that emotional intelligence awareness allows for nonprofit organization leaders to make better decisions. The article provides valuable assistance for developing and applying emotional intelligence skills for the purpose of enhancing the overall functionality of the organization.

McCabe, S. (2022). Strategizing Around Interest Rates: Help donors maximize impact. Trusts & Estates, 161(10), 40–44. https://research.ebsco.com/linkprocessor/plink?id=a5d4daae-288d-3495-bfc1-bee59cfc213c