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Nonprofit Board Role Ambiguity

Investigating Its Prevalence, Antecedents, and Consequences

University of North Carolina at Charlotte

Judith L. Millesen

Ohio University, Athens

This study investigates the degree to which nonprofit board volunteers understand their role and performance expectations in the organizations they govern. Using data collected from chief executives and board members, the authors first compare board member self-reports of role ambiguity with chief executive assessments of how well board members understand their roles. They then examine the antecedents and consequences of board role ambiguity, finding that training and feedback can decrease role ambiguity and that role ambiguity adversely affects board engagement.

Key Words: nonprofit governance • volunteer motivation • training

This version was published on September 1, 2008

The American Review of Public Administration, Vol. 38, No. 3, 322-338 (2008)
DOI: 10.1177/0275074007309151


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