Rethinking Board–Executive Relations: Toward a Relational Model of Non-Profit Governance

Non-profit governance is increasingly recognized as a relational process grounded in interaction, trust, and shared purpose between boards and executives. This article synthesizes theoretical and practical insights to propose a relational model of governance that moves beyond structural compliance and formal oversight. It identifies three guiding principles—balance, mutual respect, and trust—as the foundation for effective partnerships that align mission, accountability, and adaptability. By viewing governance as an evolving relationship rather than a fixed hierarchy, the analysis highlights how collaboration enhances legitimacy and resilience. The article also explores implications for reform, leadership development, and accountability systems, emphasizing the need to localize global governance frameworks and invest in relational competencies. Future research directions include digital transformation, equity in leadership, and perspectives from the Global South. This relational approach reframes board–executive interaction as a dynamic partnership central to mission integrity and organizational effectiveness in an era of complexity and change.