Key Determinants of Effective Executive Boards

Abstract

This study examines the key determinants of being an effective executive board of a National Sport Associations in Botswana, with an attempt to improve NSAs performance. National Sport Association in Botswana continue to perform below expectation administratively and questions continue to be raised surrounding the executive boards. This has been the case with several media reports surrounding issues of corruption, lack of accountability and maladministration of the sporting organizations. The improper running of these organizations as led by their executive boards has resulted to continued lack of financial aid in local sports from the private sector, and the general public.

The researcher followed an existing theoretical framework of board effectiveness, to understand and examine the relationships of executive boards variables and board effectiveness. Several hypotheses were set and empirically tested to examine the possible relationships, and whether they are significant.

The results show that most respondents felt that board independence, compliance and board diversity are the most important structural determinants of board effectiveness. Furthermore, the results show that board processes have a significant impact on board effectiveness, as compared to board characteristics. The findings are as such that board processes are more important determinant factors than the assumed board characteristics of; board size, board diversity, board independence and board human-capital.

This however doesnt suggest that we should undermine the importance of board characteristics, because the results established significant relations between some board characteristics variables and board processes. Mostly notably was that a diverse board with competent personnel (right skills and knowledge) will efficiently conduct board processes such as; make informed decisions, operate efficiently.