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The board‐executive relationship in nonprofit organizations: Partnership or power struggle?
Author(s) -
Golensky Martha
Publication year - 1993
Publication title -
nonprofit management and leadership
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.844
H-Index - 54
eISSN - 1542-7854
pISSN - 1048-6682
DOI - 10.1002/nml.4130040205
Subject(s) - viewpoints , general partnership , dyad , agency (philosophy) , public relations , power (physics) , accommodation , business , management , sociology , psychology , political science , social psychology , economics , art , social science , physics , finance , quantum mechanics , neuroscience , visual arts
The interactional dynamics of the board‐executive relationship in the typical nonprofit agency are not well understood. This article first examines conflicting viewpoints in the literature and then describes an in‐depth study of the board‐executive dyad at four nonprofit organizations, using decision making as the focus. The data suggest that, in noncrisis situations, internal factors and the nature of the issue under consideration influence which pattern will be adopted and that the stability arising from this kind of leadership accommodation strongly contributes to organizational effectiveness.