The interconnected roles of the chair
(2019) Routledge Handbook of Sport Governance — ISBN: [ISBN 9781138341234], published
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- The role of the Chair in the governance function of nonprofit sport organisations has received relatively limited attention by sport management scholars. Comparatively, there has been significant empirical research examining the role of the Chair in the corporate and nonprofit governance literature (Harrison, Murray & Conforth, 2012; Wertheimer, 2007). In the for-profit sector, the Chair is seen “as being relatively less powerful and more ceremonial and symbolic than the CEO position”(Harrison, Torres & Kukalis, 1988, p. 214). In the nonprofit sector, Otto (2003) noted the role of the nonprofit board chair is often not as well defined, leading to ambiguity and even conflicting expectations about the relationships between the Chair, other board members, management and stakeholders. The existing literature on nonprofit board chairs largely concentrates on the outcomes associated with the position (Wertheimer, 2007). For example, what makes for an effective Chair–CEO relationship (Hilland, 2006; Kakabadse, Kakabadse & Barratt, 2006; Ieconvich & Bar-Mor, 2007), the impact of the Chair’s leadership on the performance of the CEO, board and organisation (Harrison & Murray, 2012) and the factors influencing the perceptions of Chair leadership effectiveness (Harrison, Murray & Cornforth, 2012). In the sport governance domain, few scholars have directly explored the role of the Chair although its influential role has often been cited as an important finding (Adriaanse, 2016; Ferkins & Shilbury, 2015; Ferkins, Shilbury & O’Boyle, 2018; Hoye, 2003, 2004; Inglis, 1997). Despite this, the role of the Chair continues to receive global attention largely due to …
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Zeimers, G., & David Shilbury. (2019). The interconnected roles of the chair. In David Shilbury & Lesley Ferkins (ed.), Routledge Handbook of Sport Governance (Routledge). Routledge. https://hdl.handle.net/2078.5/247782