OL-7104 v3

Soysa, I. B., Jayamaha, N. P., & Grigg, N. P. (2019). Validating the balanced scorecard framework for nonprofit organisations: An empirical study involving Australasian healthcare. Total Quality Management & Business Excellence, 30(9/10), 1005–1025.
The Balanced Scorecard approach is an option for nonprofit organizations seeking methods to demonstrate their performance when typical financial indicators may not suffice. This research, conducted in Australia, provides context on how these types of models can provide organizations with methods of effectively measuring performance.

Mathews, M. A. (2020). The embeddedness of nonprofit leadership in civic governance. Voluntas: International Journal of Voluntary & Nonprofit Organizations, 31(1), 201–212.
Having a solid understanding of how internal and external factors may influence Board and executive director roles and what these individuals may view as their leadership role within the organization. Themes identified through this research will guide your work in how you might approach board-employee relations, board-community relations, and diversity and inclusion as it relates to these key leaders.

Bradshaw, P. (2002). Reframing board-staff relations: Exploring the governance function using a storytelling metaphor. Nonprofit Management & Leadership, 12(4), 471.
This article provides key distinctions between management, leadership, and governance, particularly as they relate to Board relations. Building on the organization’s culture, the intent is to build a shared understanding through these stories, which can then be used to help bring the organization’s vision to life. This foundational text has been referenced in several texts focusing on inclusive nonprofit leadership practices, including within nonprofit higher education.

Ahmad, F., Collins, D., Hennessy, D., & Olivero, A. (2019). The great divide: Lack of racial and gender diversity on nonprofit boards. Proceedings for the Northeast Region Decision Sciences Institute (NEDSI), 711-727.