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.

Autorentext

Mary Hiland, LCSW, Ph.D.: organizational developmentconsultant to nonprofit organizations. Expertise and focus aregovernance, leadership, and strategic alliances. Overthirty years experience in the nonprofit sector, includingexecutive and board service. Ph.D. is from Fielding GraduateUniversity.

Klappentext

Research has demonstrated that nonprofit leaders(executive directors and boards of directors)influence the effectiveness of the nonprofitorganizations they serve. However, there is a paucityof research on the core element of nonprofitleadership: the board chair-executive directorrelationship. What are the dynamics of theserelationships? Do they influence the organizationand, if so, how? This study addresses these questionsby examining the interpersonal dynamics of the boardchair-executive director relationship to identify thepatterns and processes present. In addition, thestudy uses social capital theory as a lens forconsidering whether and/or how this key relationshipadds value to the nonprofit organization. Exploringhow trust develops emerged as the primary dynamic inthe relationships studied. This book is directed tononprofit leaders-both staff and volunteer. It willalso interest academics in nonprofit managementprograms and foundation and government leaders whoinvest in the nonprofit sector. In fact, anyone whois interested and/or participates in nonprofitorganizations will gain valuable insights from this book.