The effective nonprofit executive: Leader of the board

Abstract

Abstract Prescriptive approaches place the nonprofit board of directors at the hierarchical pinnacle of the organization's management structure. Empirical research finds this view incomplete at best. The results of an attribution study indicate that nonprofit chief executives are perceived as centrally responsible for outcomes. Given such centrality, what skills differentiate executives who are regarded as especially effective from others? This article describes research suggesting that more‐effective executives provide leadership for their boards. The implications for executive behavior are reviewed.