Abstract
Abstract
While nonprofit board members are responsible for raising financial support, fewer than half of nonprofits have boards that actively fundraise. The purpose of this study was to examine if communicating fundraising expectations to incoming board members increases their fundraising participation, fulfilling the study’s aim of informing evidence-based solutions for fostering board participation in fundraising. A review of scholarly literature revealed that this research topic can be examined through the lens of social influence theory, specifically authentic leadership and relational transparency. This explanatory sequential mixed methods case study applied seven statistical tests to empirical data from a national survey of nonprofit CEOs. The results demonstrated statistically significant relationships for two variables – communicating fundraising expectations to new board members and having a board fundraising committee – with board member fundraising. Two other variables – the board conducting an annual performance review of the CEO and board member term limits – were not statistically significant. Qualitative data gathered from five nonprofits with 100 percent board giving explained the quantitative results while revealing additional influences on board fundraising. Mixed methods inferences informed six solutions: communicating fundraising expectations to new board members; establishing a board fundraising committee; selective recruitment and retention of board members; ongoing board engagement with the nonprofit’s programs and services; maximizing the influence of key staff; and capitalizing on peer-to-peer influence among board members.
Keywords: nonprofit, board of directors, fundraising, expectations, fundraising committee, authentic leadership