Board–executive relations in non-profit organizations are inherently dynamic yet susceptible to tension and conflict. This article explores the structural, cultural, and interpersonal dimensions of governance conflict, identifying key sources such as role ambiguity, value clashes, identity gaps, and power struggles. Drawing on case studies from the humanitarian and development sectors, it demonstrates how unresolved tensions can evolve into crises that damage legitimacy and stakeholder trust. However, conflict is not inherently destructive: when recognized and managed constructively, it can lead to greater clarity, accountability, and resilience. The analysis integrates theoretical insights from organizational behavior, governance studies, and ethics, arguing that effective governance requires both structural safeguards and relational trust. For scholars, it advances a relational understanding of governance beyond formal compliance; for practitioners, it offers guidance on managing tensions through communication, mutual respect, and clear role definition.
Anna Neya Kazanskaia (Wed,) studied this question.