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.