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Nonprofit organizations often exist to serve vulnerable, marginalized, and underrepresented communities. Yet a lack of diversity and inclusion plagues the nonprofit sector. This chapter argues that when instructors engage in more “critical” perspectives, students of nonprofit management will not only be able to consider questions of power and privilege within nonprofit organizations, but will also be able to understand the impact of power and privilege imbalances within the communities that they serve. It provides a theoretical framework for critical pedagogies, and offers two exercises that instructors may use to provide examples of the way critical pedagogy can inform nonprofit management education (NME).

A major challenge of nonprofit organizations is the maintenance of stakeholder trust through ethical conduct of business and accountability in their work processes. This chapter discusses the concepts of ethics and accountability in nonprofit organizations through the lens of principal–agent, stewardship, and stakeholder theories in concert with the NACC Graduate Guideline 4.0. These theories explain how nonprofits are held to higher ethical standards and are accountable to multiple stakeholders with diverse interests. Taken together, these theories can provide a comprehensive examination of nonprofit ethics and accountability. The chapter also examines ethical challenges and dilemmas and ways to address them. It provides discussion questions for critical thinking, classroom activities for understanding the concepts, and three case studies for the application of the concepts of ethics and accountability in nonprofit management.