This paper reports on the results of a multi-year, multi-phase international research investigation into what shapes perceptions of board chair leadership impact in nonprofit and voluntary organizations in Canada, the United States, and the United Kingdom. This research, tests hypotheses derived from five theoretical perspectives on chair leadership effectiveness that emerged from prior research by (Harrison and Murray, forthcoming). The purpose of this phase of the research is to determine: a) whether there is empirical support for the theoretical perspectives advanced; and b) which perspective offers the best explanation for why some board chairs are perceived as having more impact in the role than others. The results suggest chair leadership effectiveness is best understood as a multi-dimensional theoretical construct explained by more than one leadership theory. The paper concludes with a discussion of the findings and directions for further research
