Recent scholarships in corporate governance underscore the need for research on the position of independent chairpersons in corporate boards. In the case of family firms, this calls for scholarly attention on the involvement and implication of the nonfamily chairperson of the board, which is an interesting yet understudied phenomenon. Drawing on this logic, I emphasize on the process side of the board chairperson position and set to explore how nonfamily chairs interact and contribute to the value creation in family firms. To unfold the position of the board chair, I aim at applying a multiple case-study approach based on Swedish family firms, which will add valuable insights both for the governance scholars and practitioners in family firms as well as set the tone for future research.