Almost Six in 10 Charity Leaders Have Seen ‘Challenging Behaviours’ on Their Board

Why It Matters

Persistent board‑level tension hampers nonprofit performance, risking mission delivery and donor confidence. Strengthening CEO‑chair relationships and governance processes is essential for sector resilience.

Key Takeaways

• 59% of charity leaders report challenging board behaviours.
• CEOs see challenging behaviour more often than chairs (20% vs 7%).
• Only 42% of boards are open to risk; 51% lack needed diversity.
• Just 25% of charities have a formal chair appraisal process.
• 70% of CEOs and 83% of chairs rate their relationship as strong.

Pulse Analysis

The nonprofit sector is under heightened scrutiny as donors and regulators demand greater accountability. The recent nfpResearch survey, released by Acevo and the Association of Chairs, provides a rare quantitative snapshot of board dynamics across UK charities. With nearly six‑in‑ten leaders flagging "challenging behaviours"—from power imbalances to opaque decision‑making—the findings underscore a systemic governance issue that can erode strategic focus and stakeholder trust. By juxtaposing CEO and chair perspectives, the study highlights a perception gap: executives experience tension more acutely, suggesting a need for clearer role definitions and communication protocols.

Board effectiveness is a cornerstone of mission delivery, yet the data reveal mixed results. While almost half of respondents rate their boards as highly effective, only 42% deem them risk‑tolerant, and just over half believe they possess the necessary diversity and skill sets. These shortcomings limit innovation and adaptability, especially as charities confront funding volatility and complex social challenges. The prevalence of role confusion and insufficient transparency further amplifies risk, potentially leading to strategic missteps or reputational damage.

Industry leaders are calling for a shift from compliance‑focused governance to a behavior‑centric model. Practical steps include instituting regular chair appraisals—currently adopted by only 25% of organisations—enhancing induction programs, and fostering continuous board development. Investing in the CEO‑chair partnership, diversifying board composition, and establishing clear boundaries can mitigate disruptive behaviours and unlock higher performance. As the sector navigates increasing pressure, proactive governance reforms will be pivotal in sustaining impact and donor confidence.