Board Development - Board Leadership
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Document Title: Not a Rocking Chair
Organization: Institute on Governance

Type of document: Article
Level: Advanced

Description: This paper offers a map or guide to help new, as well as veteran chairpersons explore the dimensions and potential of the job so that at the end of their term, they can feel that they have made a contribution of enduring value. What must a chair do to earn that claim? It starts by raising some basic questions that any chair might want to ask before assuming the post. It considers the three main kinds of relationships that will involve the chair: with the board, with the CEO, and with external stakeholders, and concludes with some thoughts about what makes for an effective chair.

Notes: Canadian resource. Please note that this article is not intended for chairs of boards that are essentially operational, and assume that the organization is well functioning and has a strong CEO.



For more information on leadership, whether it be about running meetings, improving communication, or managing conflict, check out the resources listed under the section Comprehensive Board Development and Governance Advice. Especially helpful are Dalhousie University's Non-Profit Sector Leadership Program Resources and the Compass Point Board Café Archives.