Research with CEOs and Chairs of Trustees from across the UK charity sector

In partnership with ACEVO and the Association of Chairs, nfpResearch surveyed 232 charity leaders between November and December 2025 to understand the dynamics that shape effective boards. The aim was to look beyond compliance and structure, and into the relationships, behaviours and conversations that determine how well charity governance actually works in practice.

The sample included 132 Chairs and Vice Chairs, 92 CEOs and 8 trustees, drawn from organisations across the income spectrum - from those under £100k to those over £30m. Respondents answered questions on the CEO–Chair relationship, board culture and effectiveness, induction and learning, and the governance processes that underpin their work, alongside open-ended questions on what helps these relationships thrive and what tends to create friction.

What emerged is a picture of a sector where most CEO–Chair relationships are working well, but where significant perception gaps exist between the two roles - and where the practices that support the strongest partnerships are not always the ones you would expect. Trust, open communication and the ability to hold challenge alongside support matter more than formal demarcation of roles, and the most effective boards may be those that welcome diverse perspectives rather than prioritise consensus.