In this paper we present a framework of how board chairperson practices may promote innovation in small entrepreneurial firms. A case study approach is employed involving interviews with experienced board members. In our analysis we identify a set of chairperson practices related to issues such as structure, processes and culture, which serves as prerequisites for effective board work. In addition, we distinguish another set of innovation-driving chairperson practices related to the cognitive aspects of the board’s work. Overall, our findings provide a conceptual foundation for the value creating potential of board leadership embedded within the boundaries of the entrepreneurial firm and its operations.