The Dominated Board: This is the board where the Board Chair tends to dominate the board (and there are a variety of ways of doing this – sheer will-power; being bossy; manipulation; lack of transparency; improper use of the executive committee, etc.). The article will point out how to recognize this type of board chair. It will also point out that it is incumbent on the board to be vigilant in this situation in preserving the integrity of the board. Chairs can try to dominate (and that typically is in their character) but if they are allowed to do so, then that is the board’s fault.

The Domesticated Board: This is the curious situation whereby the Executive Director has brought the board under their control (and there can be a variety of reasons for this). Examples of how this can be exhibited will be discussed in the article along with suggestions for the board to move out from under this control and back to governing.

The Deprived Board: This is the situation where no one knows what is going on with the board. Not the Executive Director, or the Board Chair or the Board itself know what is expected of the board or what the board member roles should be. You can find this in the start-up nonprofit who have a board because the laws say need one but who don’t know what to do. It can also happen with the board that has stagnated.

The Leader Board Chair: The final article in this series will identify what I believe are the attributes of the ideal Board Chair – a leader among leaders. It will also speak to the importance of the leader being a follower while also being a transformative leader who trains the leaders around her or him to succeed to the position of Board Chair.