In this article, the authors explore the impact of women on nonprofit boards. From a sociological perspective, they look at the actual proportion of women on boards and, from a more psychological perspective, at the sex of the chief executive officers in order to examine the impact of these variables on board effectiveness, structure, and process. The study results, based on datafrom a cross section ofCanadian nonprofits, indicate that as the percentage of women on a board increases, the dynamics of the board are significantly affected.HILE research on leadership of nonprofit boards of directors is growing W the role of women on these boards is a largely neglected topic, Odendahl and Youmans (1994) identified this gap and questioned why we find greater representation of women on smaller, more community-based, lower-budget, and less powerful and connected nonprofit boards, and why the nonprofits in which women tend to hold leadership roles are assigned lower status. For explanations, Odendahl and Youmans looked toward the institutionalized sexism and racism of the nonprofit sector. They called for more research on the demographics of women's participation on nonprofit boards, along with comparisons of these patterns according to different sectors, organizational characteristics, board objectives and cultures, selection criteria, and gender of the chief executive officers (CEOs).