1993/12/01 by Martha Golensky · 2 citations
Business, Management and Accounting · Social Sciences · #Management and Organizational Studies #Nonprofit Sector and Volunteering #Public Policy and Administration Research
paper · doi:10.1002/nml.4130040205
openalex publication_date 1993/12/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/30
Abstract 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.