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This article reports on the results of a multi-year, multi-phase international quantitative research investigation into perceptions of board chair leadership impact in nonprofit and voluntary organizations in Canada, the United States, and the United Kingdom. Specifically, this research tests four hypotheses and a hypothesized model derived from theoretical perspectives on chair leadership effectiveness...
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...
This article presents a case study of how members of three funding organizations evaluated the same two agencies in Canada. The research on which the article is based sheds light on the “organizational effectiveness” construct, on the ways in which the evaluators use it to reach conclusions on agency effectiveness, and the relation between these conclusions and funders' decisions on agency funding. The authors describe a framework for understanding evaluation processes, describe three funders in terms of this framework, set out predominant patterns in evaluation processes the funders used, and show the effects of these patterns from the agency's perspective. They then discuss the implications of the findings for agency managers and how the findings relate to theories of organization....
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