ABSTRACT
The preceding chapter provides insight to the particular roles and responsibilities of volunteer board members – or “governance volunteers” (Inglis & Cleave, 2006, p. 84) – and the changes in them with the increasing professionalisation of sport organisations and the boards that govern them. It is important, then, to consider individual motivations to serve as a director and be part of a board in this evolving context. Motivation explains the decision to pursue and continue with a voluntary board position (Walton, Clerkin, Christensen, Paarlberg, Nesbit & Tschirhart, 2017). Motives, or incentives (Widmer, 1985), relate to individual needs, and motivation is the internal drive to satisfy those needs. Motivation is believed to be critical to performance, as the strength of one’s drive to satisfy a need can predict or explain behaviour (Taylor, Doherty & McGraw, 2015). Therefore, it is of interest to know what motivates directors to serve and perform their role, and what are the determinants and outcomes of that drive.
