Boards of directors stand at the core of non-profit governance, balancing fiduciary responsibility, strategic direction, and stakeholder accountability. Unlike corporate boards accountable primarily to shareholders, non-profit boards operate in complex environments involving donors, beneficiaries, regulators, and the public. This article examines the multifaceted role of boards across fiduciary, strategic, and cultural domains, showing how duties of care, loyalty, and obedience intersect with strategic oversight and contextual legitimacy. It highlights that board effectiveness depends not on formal structures alone but on engagement, independence, and adaptability. Comparative perspectives illustrate how governance codes and cultural traditions shape board practice globally. By integrating legal, strategic, and sociocultural perspectives, the article underscores that effective boards act not only as oversight bodies but as active partners in advancing mission integrity, innovation, and organizational trust.
Anna Neya Kazanskaia (2025) studied this question.