There does seem to be a drive towards passionate, driven leaders in the voluntary sector - either those who are the charismatic founders or those who are quite comfortable in saying that they've come from the private sector where they've made money and are now at a time in their lives where they want to give something back. Having worked in the voluntary sector throughout my career I do worry sometimes that there is a desire to bring in some strength and business acumen to counteract the 'fluffy idealists'. this is of course untrue but I do wonder whether trustees - many of whom are not from a voluntary sector background worry about the perception of fluffiness and amateur do-gooding. Many  leaders in the sector are loud extrovert activists who are memorable as themselves and who become indispensable just because they are inextricably linked. this can cause issues - not least because it isn't sustainable nor good succession planning. These individuals are very compelling and tell very powerful narratives which is important and have a lot to bring to the sector; but if they were able to offer the opportunity to share and develop the future with others including those who use the services - as exemplified in the study of Christine