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Date of Graduation
Spring 2015
Document Type
Dissertation
Degree Name
Doctor of Philosophy (PhD)
Department
School of Strategic Leadership Studies
Advisor(s)
Margaret F. Sloan
Abstract
This is a leadership study understood through board governance in nonprofit organizations. The study sought to discover if there were indicators of coercive institutional isomorphism occurring in human service nonprofit organizations in the United States. IRS 990 tax forms were compiled from 2008- 2012 to determine if there were increasing levels of reported governance practices. Methodology included factor analysis, comparison of means, trend analysis, and regression models. Results indicated that there is an overall trend of increasing reported practices of governance in human service nonprofit organizations. Board size is the most significant indicator associated with changes in reported governance practices. Additionally, there is some support for age and total net assets as isomorphic institutional indicators of change. Discussion and conclusion remarks delve further into reasoning and unpacking of reported governance trends over time with emphasis placed on the leadership implications.
Recommended Citation
Merritt, Daisha M., "Nonprofit leadership: A study of governance changes over time" (2015). Dissertations, 2014-2019. 6.
https://commons.lib.jmu.edu/diss201019/6
Included in
Leadership Studies Commons, Nonprofit Administration and Management Commons, Organizational Behavior and Theory Commons, Other Business Commons, Other Social and Behavioral Sciences Commons
