This chapter explores how boards function as organizational groups and highlights the importance of intra-group dynamics in shaping board effectiveness. It examines key group processes such as trust, cognitive conflict, and the use of knowledge and skills, emphasizing their role in decision-making quality. The chapter also introduces the concept of shared leadership in boards, with special attention to the chair’s role in fostering collaboration, psychological safety, and engagement. Additionally, it analyzes how board social capital and interlocking directorships influence governance outcomes, while recognizing both their benefits and limitations. The chapter concludes by framing boards within broader network structures, underscoring the relational nature of corporate behavior and its impact on organizational performance.