This mixed-methods study examines how the board’s capacity influences the performance of community foundations under the premise that various exertions of power are utilized to achieve the mission. This perspective stems from the scarcely understood role of power within the nonprofit sector and how power affects the relationships and outcomes attached to community-based organizations. Moreover, U.S. community foundations are an emerging subsector that has amassed over $19.8 billion in donations and distributed approximately $12.4 billion in grants. These foundations also carry a unique characteristic of facilitating place-based philanthropy through collaborative initiatives that elevate the interests of community members. Thus, the stakes of the community foundation’s decisions are crucial to local interpretations of community leadership, resolution of social issues, and organizational performance. This study will evaluate how community foundations utilize their economic, social, and symbolic capital to express legitimate, reward, informational, and referent power to achieve organizational goals and expectations.