Perspectives on the leadership of chairs of nonprofit organization boards of directors: A grounded theory mixed‐method study

Abstract Comparatively little empirical attention has been paid to the leadership of nonprofit board chairs. This article reports findings from a two‐year mixed‐method grounded theory research investigation exploring perceptions of board chair leadership and impact from the perspective of those who interact with chairs (board members, chief executives, and stakeholders). It provides a review of the literature on the leadership role and impact of board chairs and a conceptual framework for its study in nonprofit and voluntary organizations. We present and discuss findings from two phases of the research and offer theoretical perspectives on board chair leadership effectiveness and practical suggestions to increase it.