Gender Quota Policy Plans and Female Members of the Board of Directors

The present study explored how gender quota policy plans hindered and supported the access of female board members serving on the board of directors of their nonprofit organizations. The gender organizational theory guided the theoretical framework of this study by exploring how gendering organizational processes replicated, challenged, and reproduced gender perceptions of women in caregiving roles rather than leadership roles. The qualitative phenomenological approach explored the lived experiences of 6 female board members from 6 different nonprofit organizations on gender quota policy plans. The results of the analysis revealed succession planning, the inclusiveness of the mission and vision statements, and mentoring programs support female board members on the board of directors of nonprofit organizations. The social change implication is understanding how gender quota policy plans supported by gendering organizational processes increased the number of female board members on the board of directors of their nonprofit organizations