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Executive Director-Board Chair Relationships. Edition No. 1
VDM Publishing House, Feb 2009, Pages: 132
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.
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