Abstract
Addressing the paradoxically related board roles in nonprofit governance described by Cornforth (2003a,b), this study uses nonprofit arts organizations to understand the dynamics between their dual executive leadership (DEL) structure and the board, and how boards manage the risks of information differences between themselves and specialized professional executives as articulated in agency theory. The value of DEL is perceived in reducing the paradoxical tensions of board roles. But caution is required since negative conflict may undermine the system of individual DEL/board relationships and exchange of resources that support effective governance.
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