Executive Director-Board Chair Relationships

Research has demonstrated that nonprofit leaders (executive directors and boards of directors) influence the effectiveness of the nonprofit organizations they serve. However, there is a paucity of research on the core element of nonprofit leadership: the board chair-executive director relationship. What are the dynamics of these relationships? Do they influence the organization and, if so, how? This study addresses these questions by examining the interpersonal dynamics of the board chair-executive director relationship to identify the patterns and processes present. In addition, the study uses social capital theory as a lens for considering whether and/or how this key relationship adds value to the nonprofit organization. Exploring how trust develops emerged as the primary dynamic in the relationships studied. This book is directed to nonprofit leaders-both staff and volunteer. It will also interest academics in nonprofit management programs and foundation and government leaders who invest in the nonprofit sector. In fact, anyone who is interested and/or participates in nonprofit organizations will gain valuable insights from this book.