Abstract
Utilising leader-member exchange theory developed by Dansereau, Graen and Haga, this paper analyses the dyadic relationship between leaders (board chairs and paid executives) and members (volunteer board members) of the boards of Australian voluntary sportorganisations. The paper specifically examines the quality of leader-member exchanges that exist within a sample of 34 Queensland state sporting organisations. It was found that board chairs and executives perceived the quality of their leader-member exchanges to be higher than their respective relationships with board members, indicating the existence of shared leadership within the board.
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