In an era of heightened scrutiny and complexity, understanding the dynamics of corporate board effectiveness has become central to organisational performance and governance integrity. Across both private and public sectors, boards are now positioned not only as oversight bodies but as strategic partners in value creation. In Zimbabwe, the performance of corporate boards within State-Owned Enterprises (SOEs) has become emblematic of broad international efforts to strengthen accountability and counteract impunity. This paper re-examines the foundations of board effectiveness through the lenses of board health drivers, behavioural archetypes, and governance ecosystems, drawing on contemporary governance theory and emerging evidence from developing economies. Drawing on agency theory, stakeholder theory, and dynamic capabilities, the paper critiques enduring myths about board chemistry. It explores how contextual dynamics, such as political interference, institutional maturity, and leadership culture, mediate board functionality. It further argues that Zimbabwe’s reform trajectory, anchored in the Public Entities Corporate Governance Act Chapter 10:31 (2018), demands a shift from compliance-based governance to adaptive, evidence-driven, and performance-oriented board leadership. The analysis offers a framework for cultivating agile, accountable, and value-creating boards within the SOE sector and beyond.
Mushonga et al. (Sat,) studied this question.