Board–Executive Relations in Non-Profit Governance

The relationship between boards and executives lies at the heart of non-profit governance, determining how accountability, legitimacy, and performance are achieved. Rather than a static hierarchy, governance operates as a dynamic interaction between fiduciary oversight and executive leadership. This article examines key theoretical perspectives—agency, stewardship, stakeholder, and institutional theories—to illuminate how power and trust are balanced in practice. It contrasts non-profit governance with corporate and public-sector models, showing that non-profits must reconcile multiple stakeholder expectations without profit benchmarks. Drawing on comparative literature, the article argues that governance effectiveness depends not on rigid structures but on the quality of collaboration and contextual alignment between boards and executives. Strong board–executive partnerships enhance adaptability, transparency, and strategic coherence, while dysfunction risks mission drift or loss of legitimacy.