What makes an effective leader and what makes for a good board? Should executives and directors run for the hills or can leadership roles be fulfilling? These are some themes I’ve been mulling over, spurred by recent questions from Women on Boards (WOB) and Queensland University of Technology (QUT). As a longtime WOB member, I was delighted to be asked by their team to share my governance perspectives and experiences as part of WOB’s 20-year anniversary celebrations. The WOB

In 2024 (and early view in mid-2023), my interview study, coauthored with Professor Sarah Jane Kelly, was published in Nonprofit and Voluntary Sector Quarterly from Sage. By weaving together a comprehensive literature review with findings from 26 interviews with nonprofit directors in this first-in-field conceptual paper, we describe nonprofit innovation for growth and why it matters. And we originally conceptualize that nonprofit boards seem to prioritize particular factoria

Milton Friedman famously opined that the firm’s social responsibility is to maximize its profits (while engaging in open, free, and fair competition). The role and conduct of organizations in society has fascinated me for decades. For example, I have referenced competition theory throughout my corporate and nonprofit executive and board roles. In 2020, early in my doctoral program at The University of Queensland, Australia, I refreshed my knowledge of this influential concept