ABSTRACT
Nonprofit organizations address some of the world’s most complex problems. There is a direct connection between the complexity of the board members’ thinking and the effectiveness of their leadership. This case examines the interplay between adult development and leadership using Constructive Developmental Theory, specifically the work of Robert Kegan. Joseph, a retired businessperson and philanthropist, is invited to join a board of directors by Chris, the executive director. On this board, Joseph plays out a recurring pattern in his relationship with nonprofit leaders: he overemphasizes outcomes to the detriment of other organizational goals and of board harmony. An adult development analysis indicates both Joseph and Chris’ behavior are the combined product of their developmental stages and old wounds. Their willingness (or unwillingness) to grow personally influences their working relationship and their capacity to exercise leadership.
