Skip to main content
Log in

Perceptions of Board Chair Leadership Effectiveness in Nonprofit and Voluntary Sector Organizations

VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations Aims and scope Submit manuscript

Abstract

This article reports on the results of a multi-year, multi-phase international quantitative research investigation into perceptions of board chair leadership impact in nonprofit and voluntary organizations in Canada, the United States, and the United Kingdom. Specifically, this research tests four hypotheses and a hypothesized model derived from theoretical perspectives on chair leadership effectiveness that emerged when the results of a prior grounded theory research investigation were reviewed ex post facto through the lens of leadership literature (see Harrison and Murray, NPML, accepted). The purpose of this phase of the research is to determine: (a) whether there is empirical support for the theoretical perspectives advanced; and (b) which perspective offers the best explanation for why some board chairs are perceived as having more impact in the role than others. The results suggest chair leadership effectiveness is best understood as a multi-dimensional theoretical construct explained by more than one leadership theory. The article concludes with a discussion of the findings and directions for further research.

Résumé

Cet article expose les résultats d’une recherche quantitative internationale, à phases multiples et pluriannuelle sur les perceptions relatives à l’impact du leadership par la présidence du conseil d’administration au sein des organisations bénévoles et sans but lucratif au Canada, aux États-Unis et au Royaume-Uni. Cette étude met en particulier à l’épreuve quatre hypothèses ainsi qu’un modèle hypothétique dérivé des postulats théoriques sur l’efficacité du leadership de la présidence. Ledit modèle a émergé lorsque les résultats d’une précédente enquête théorique à base empirique ont fait l’objet d’une analyse a posteriori du point de vue des publications sur le leadership (cf. Harrison et Murray, à paraître).  L’objet de cette phase de la recherche est de déterminer : a) s’il existe une base empirique aux postulats théoriques énoncés; et b) quelle perspective offre la meilleure explication quant au fait que certains présidents soient perçus comme ayant un impact plus important à cette fonction que d’autres. Les résultats suggèrent que l’efficacité du leadership de la présidence est mieux comprise à titre de concept théorique multidimensionnel, explicité par plus d’une théorie du leadership. L’article se conclut par une discussion sur les constatations et les orientations pour une recherche future.

Zusammenfassung

Der vorliegende Beitrag beschäftigt sich mit den Ergebnissen einer mehrjährigen und mehrphasigen internationalen quantitativen Forschungsstudie, im Rahmen derer untersucht wurde, wie die Auswirkungen der Vorstandsführung in Nonprofit- und ehrenamtlichen Organisationen in Kanada, den USA und Großbritannien wahrgenommen werden. In dieser Studie werden insbesondere vier Hypothesen untersucht sowie ein nach theoretischen Perspektiven zur Effektivität der Vorstandsführung zugrundegelegtes Modell, das entstand, als die Ergebnisse einer zufor durchgeführten Untersuchung im Rahmen einer empirisch begründeten Theoriebildung (grounded theory) rückwirkend aus der Sicht der Literatur zum Thema Führung (siehe Harrison und Murray, in Kürze erscheinend) ausgewertet wurden. Zweck dieser Forschungsphase ist es zu bestimmen, a) ob die entwickelten theoretischen Perspektiven empirisch belegt werden können und b) welche Perspektive am besten erklärt, warum einige Vorstandsvorsitzenden als einflussreicher in ihrer Rolle betrachtet werden als andere. Die Ergebnisse lassen darauf schließen, dass die Führungseffektivität eines Vorsitzenden am ehesten als ein multidimensionales theoretisches Konstrukt verstanden werden kann, das auf mehr als eine Führungstheorie zurückgeht. Am Ende des Beitrags werden die Ergebnisse sowie Anleitungen für weitere Forschungsarbeiten diskutiert.

Resumen

Este documento informa sobre los resultados de una investigación cuantitativa internacional multianual y multifases sobre las percepciones del impacto del liderazgo de la presidencia del consejo en las organizaciones voluntarias y sin ánimo de lucro en Canadá, Estados Unidos y el Reino Unido. Específicamente, esta investigación pone a prueba cuatro hipótesis y un modelo planteado como hipótesis derivado de perspectivas teóricas sobre la efectividad del liderazgo de la presidencia que surgieron cuando los resultados de la investigación de una teoría justificada previa fueron revisados ex post facto a través del cristal del material publicado sobre el liderazgo (ver Harrison y Murray, próximamente). El propósito de esta fase de la investigación es determinar: a) si existe apoyo empírico para las perspectivas teóricas avanzadas; y b) qué perspectiva ofrece la mejor explicación de por qué se percibe que algunas presidencias del consejo tienen más impacto en su función que otras. Los resultados sugieren que la efectividad del liderazgo se entiende mejor como un constructo teórico multidimensional explicado por más de una teoría sobre el liderazgo. El documento concluye con un debate de los hallazgos y directrices para una investigación adicional.

摘要

本文报告了一项持续多年的多阶段的国际性定量研究,研究目标是加拿大、美国和英国的非盈利与志愿型组织内对管理委员会领导席位的影响力的感受度。具体地讲,本研究探讨了四种假设和一种假定模式。我们在按照领导力文献(参见 Harrison 与文章 Murray,可以提供)的角度回过头检验以前的一次理论研究结果时,得到了关于管理委员会领导席位影响力的一些理论观点,而上述假定模式正是基于这些理论观点而建立。本阶段研究之目的在于确定:a) 前述理论观点是否有经验支撑;b) 有些管理委员会领导席位被认为比另外一些职位更具影响力,哪一个理论观点能够最好地解释其原因。结果显示,我们必须把领导席位有效性视为一个多尺度理论构架,以多个领导力理论来进行解释。本文最后讨论了这些发现结果,并提出了进一步研究的方向。

ملخص

ذكرت هذه المفالة نتائج تحقيق بحث دولي متعدد السنوات، متعدد المراحل كمي لتأثير تصورات رئيس مجلس القيادة في المنظمات الغير الربحية والتطوعية في كندا والولايات المتحدة، والمملكة المتحدة. على وجه التحديد، هذا البحث يختبر أربع فرضيات ويفترض نموذج مستمد من الرؤى النظرية على فعالية قيادة الرئاسة التي ظهرت عندما تم مراجعة نتائج تحقيق نظرية بحث سابق ذات أساس بأثر رجعي من خلال عدسة قيادة الأدب (انظر هاريسون وموراي، يصدر قريبا). الغرض من هذه المرحلة من البحث هو تحديد ما يلي: أ) ما إذا كان هناك دعما تجريبيا˝ للرؤى النظرية المتقدمة، وب) ما هو المنظور الذي يوفر أفضل تفسير لماذا ينظر لبعض رؤساء المجالس أن لهم تأثير في الدور أكثر من غيرهم. تشير النتائج إلى أن فعالية رؤساء القيادة تفهم أفضل على أنها من صنيعة نظرية متعددة الأبعاد تم شرحها بأكثر من نظرية قيادة واحدة. وتختتم المقالة مع مناقشة النتائج والإتجاهات لمزيد من البحث.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Fig. 1
Fig. 2
Fig. 3
Fig. 4
Fig. 5
Fig. 6

Notes

  1. In the U.K., managers of voluntary organizations are known as Chief Executives or CEs but they are referred to as CEOs in this article for the sake of consistency.

  2. Items one to four were adapted from Lafasto and Larsen 2001.

References

  • Beazley, H. (1997). Spirituality Assessment Scale: Administration packet, Author.

  • Berman, E. (2007). Essential statistics for public managers and policy analysts. Washington, DC: CQ Press.

  • Boyatzis, R. E. (1999). Self-directed change and learning as a necessary meta-competency for success and effectiveness in the 21st century. In R. Sims & J. G. Veres (Eds.), Keys to employee success in the coming decades. Westport: Greenwood Publishing.

    Google Scholar 

  • Dick. (1991). Executive Leadership in Nonprofit Organizations: New Strategies for Shaping Executive Board Dynamics”, San Francisco: Jossey-Bass.

  • Drucker, P. (1996). The leaders of the future. New York: The Peter F. Drucker Foundation for Nonprofit Management.

    Google Scholar 

  • Gardner, W. L., Avolio, B. J., Luthan, F., May, D. R., & Walumbwa, F. (2005). Can you see the real me? A self-based model of authentic leader and follower development. The Leadership Quarterly, 16(2005), 343–372.

    Article  Google Scholar 

  • Gill, M. (2005). Governing for results. Vancouver: Trafford Press.

    Google Scholar 

  • Goleman, D. (2011). The brain and emotional intelligence: New insights. Northhampton: More than Sound LLC.

    Google Scholar 

  • Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6, 219–247.

    Article  Google Scholar 

  • Harrison, Y. D. & Murray, V. (accepted). Perspectives on the role and impact of chairs of nonprofit organization boards of directors: A grounded theory mixed-method study. Nonprofit Management and Leadership.

  • Harrison, R. J., Torres, D. L., & Kukalis, S. (1988). The changing of the guard: Turnover and structural change in the top-management positions. Administrative Science Quarterly, 33(2), 211–232.

    Article  Google Scholar 

  • Herman, R. (2005). Board members of nonprofit organizations as volunteers. In J. Brudney (Ed.), Emerging areas of volunteering. Indianapolis: Association for Research on Nonprofit Organizations and Voluntary Action (ARNOVA).

  • Herman, R., & Heimovics, D. (1991). Executive leadership in nonprofit organizations: New strategies for shaping executive board dynamics. San Francisco: Jossey-Bass.

  • Herman, R., & Heimovics, D. (2005). Executive Leadership. In The Jossey-Bass handbook of nonprofit leadership and management. San Francisco: Jossey-Bass.

  • Hernon, P., & Rossiter, N. (2006). Emotional intelligence: Which traits are most prized. College and Research Libraries, 67(3), 260–275.

    Google Scholar 

  • Hilland, M. (2006). Effective board-chair executive director relationships: Not about roles, The Nonprofit Quarterly, Winter, pp. 49–50.

  • Hogg, M. A., Hains, S. C., & Mason, I. (1998). Identification and leadership in small groups: Salience, frame of reference and leader stereo-typicality effects on leader evaluations. Journal of Personality and Social Psychology, 75, 1248–1263.

    Article  Google Scholar 

  • Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87(4), 765–780.

    Google Scholar 

  • Kooiman, J. (2007). Governing as governance. London: Sage Publications Ltd.

    Google Scholar 

  • LaFasto, F. M. J., & Larsen, C. E. (2001). When teams work best: 6,000 team members and leaders tell what it takes to succeed. Thousand Oaks: Sage.

    Google Scholar 

  • Leblanc, R., & Gillies, J. (2005). Inside the boardroom: How boards really work and the coming revolution in corporate governance. Mississauga: Wiley.

    Google Scholar 

  • Mayer, J. D., Salovey, P., Caruso, D. R., & Sitarenios, G. (2003). Measuring emotional intelligence with the MSceIT V2.0. Emotion, 3(1), 97–105.

    Article  Google Scholar 

  • Meade, A. W., Watson, A. M., & Kroustalis, C. M. (2007, April). Assessing common methods bias in organizational research. Paper presented at the 22nd Annual Meeting of the Society for Industrial and Organizational Psychology, New York.

  • Millesen, J. (2004). Sherpa? shepherd? conductor? circus master? board chair”, The Nonprofit Quarterly, Winter, pp. 39–42.

  • National Learning Initiative (2003). What do voluntary sector leaders do? A Report on a Joint Project of The Coalition of National Voluntary Organizations and The Association of Canadian Community Colleges. Accessed from http://www.vsi-isbc.org/eng/hr/pdf/nli_report.pdf.

  • Northouse, P. G. (2007). Leadership: Theory and practice. Thousand Oaks: Sage Publications.

    Google Scholar 

  • Otto, S. (2003). Not so very different: A comparison of the roles of chairs of governing bodies and managers in different sectors. In C. Cornforth (Ed.), The governance of public and nonprofit organizations: What do boards do?. London: Routledge.

    Google Scholar 

  • Parry, K. W. (1998). Grounded theory and social process: A new direction for social research. Leadership Quarterly, 9(1), 85–105.

    Article  Google Scholar 

  • Salganik, M. J., & Heckathorn, D. D. (2004). Sampling and estimation in hidden populations using respondent-driven sampling. Sociological Methodology, 34, 193–239.

    Article  Google Scholar 

  • Salovey, P., & Mayer, J. D. (1990). Emotional intelligence. Imagination, Cognition, and Personality, 9, 185–211.

    Article  Google Scholar 

  • Tischler, L., Biberman, J., & McKeage, R. (2002). Linking emotional intelligence, spirituality and workplace performance. Journal of Managerial Psychology, 17(3), 203–218.

    Article  Google Scholar 

  • Tompkins, J. (2005). Organization theory and public management. Boston: Wadsworth.

  • Uhl-Bien, M. (2006). Relational leadership theory: Exploring the social processes of leadership and organizing, DigitalCommons@University of Nebraska-Lincoln. Accessed on December 14, 2009 from http://digitalcommons.unl.edu/marketingfacpub/1.

  • Wertheimer, M. R. (2007). The board chair handbook (2nd ed.). Washington, DC: Boardsource.

  • Wolff, S. (2006). Emotional Competence Inventory, Haygroup, McClelland center for Research and Innovation, pp. 1–92.

  • Wright, R., & Stein, M. (2005). Snowball Sampling. In K. Lempt Leonard (Ed.), Encyclopedia of Social Measurement (pp. 495–500). San Diego: Elsevier.

    Chapter  Google Scholar 

  • Zohar, D. (2005). Spirituality intelligent leadership, Leader to Leader, Fall, pp. 45–51.

  • Zohar, D., & Marshall, I. (2000). SQ-spiritual intelligence: The ultimate intelligence. London: Bloomsbury Press.

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Yvonne Harrison.

Rights and permissions

Reprints and permissions

About this article

Cite this article

Harrison, Y., Murray, V. & Cornforth, C. Perceptions of Board Chair Leadership Effectiveness in Nonprofit and Voluntary Sector Organizations. Voluntas 24, 688–712 (2013). https://doi.org/10.1007/s11266-012-9274-0

Download citation

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s11266-012-9274-0

Keywords

Navigation