Abstract
This paper explores the relationship between board performance and board–executive relationships within voluntary sport organisations. Qualitative data were collected through interviews with 21 executives, board chairs and board members from seven voluntary sport organisations. Results revealed that four elements of the board–executive relationship were perceived to be associated with effective board performance. These elements included board leadership, trust between the board and the executive, the control of information available to the board, and responsibility for board performance. The paper explores each of these elements, and the implications for governing boards of voluntary sport organisations.
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