AACN Chapter Leadership Development Workshop Case Study #1 – Version 1

Case Study 1 – Version 2

Case Study #1:

Chapter Officer: To Be or Not to Be; That is the Question

(Fictitious) Chapter Name:

Greater Tornado Alley Chapter

# of Chapter Members:


# of Chapter Officers and Board Members:

5 Officers (president, president-elect, treasurer, treasurer-Elect, secretary)
5 board members/chairs of committees
All positions are filled 

Rural / Urban Area:


How active is this chapter?

Very active with large educational programs

Background Information:

Very large chapter that has been around for over 35 years.
Lots of members with various needs; not all are active in chapter positions, but typically large attendance to educational events.

Conflict or Issues:

A previously active member was voted as president-elect this past year. She was considered to have a strong outgoing personality and great leadership skills.

After being voted in as president-elect she was unable to attend the transition meeting due to competing priorities. Starting school, she requested the monthly meeting day be changed to accommodate her needs.

The board thought this would be too confusing to members since they had had the same time/place for the past 10 years. She stated she understood and would find a way to work it out, but never attended one meeting all year long.

She also failed to return phone calls, emails and texts. She did contact the board about attending LDW/NTI and her "stipend" for attending.

The president arranged two meetings with her (she picked the time/date) and she failed to show up. The president sent her a registered email stating they needed to talk ASAP.

After finally talking to her, but only briefly, the president-elect insisted on being president next year and she was committed to the chapter stating that she has been an active member for the past three to five years and it is her time. It is two days prior to LDW.

Things you need to know about this chapter:

Very strong personalities with a majority of officers having advanced degrees and their own ideas about “running things.” Many of them seek out officer positions for the professional development.

Chapter is well funded and money is not an issue when considering events.


Participants: Identify the HWE standard(s) that would apply to this scenario and how you would operationalize them as you consider possible solutions.

(X)  Skilled Communication
(X)  True Collaboration
(X)  Effective Decision Making
(  )  Appropriate Staffing
(  )  Meaningful Recognition
(X) Authentic Leadership

Authentic Leadership: Leader should be role model to chapter members.
Acknowledge passion — set priorities.
Effective Decision Making: The whole board should be involved in decision for accountability.
Skilled Communication: Competencies must be met. Follow-through should be done. Communication should be timely. Set boundaries. Expectations should be identified up front. Have a signed “contract” stating expectations, discussion with president-elect should have occurred after first missed meeting.
True Collaboration: increase board membership “divided work”; amend bylaws to include accountability. Collaboration between board members and National. Things done well: skilled communication, authentic leadership

Effective decision making
: Board should hold members accountable. Accountability and expectation statement developed. “Contract” signed during transition meeting. Use technology (i.e., Skype for meetings). Get CAT/National involved more quickly — skilled communication.


Your Feedback