Nonprofit CEO Power and Multiple Boards: Their Effects on Governing Board Role Fulfillment.

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dc.contributor.advisorRichard Clerkin, Chair
dc.contributor.advisorJerrell Coggburn, Member
dc.contributor.advisorBranda Nowell, Member
dc.contributor.advisorAmanda Stewart, Member
dc.contributor.advisorVeljko Dubljevic, Graduate School Representative
dc.contributor.authorGamble, Kathryn Fuller
dc.date.accepted2019-04-09
dc.date.accessioned2019-04-11T12:30:47Z
dc.date.available2019-04-11T12:30:47Z
dc.date.defense2019-03-27
dc.date.issued2019-03-27
dc.date.released2019-04-11
dc.date.reviewed2019-04-01
dc.date.submitted2019-03-28
dc.degree.disciplinePublic Administration
dc.degree.leveldissertation
dc.degree.nameDoctor of Philosophy
dc.identifier.otherdeg15198
dc.identifier.urihttp://www.lib.ncsu.edu/resolver/1840.20/36450
dc.rights
dc.titleNonprofit CEO Power and Multiple Boards: Their Effects on Governing Board Role Fulfillment.

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