Great leaders emphasize consistency, empathy, honesty, integrity, reason and transparency.
Does your Board have an established process to work through decisions? Of course you have meetings (see this Board meeting survey), but HOW do you plan, prioritize, synthesize and execute all of the myriad decisions that your community needs to tackle? Welcome to decision-making 101 and governance 101.
Begin by reading your state statutes. Many common interest communities (CICs) are organized as non-profit corporations. Is yours? Non-profit corporations are usually subject to additional requirements for meetings, voting, disclosure, notice, and more that may not be covered in CIC-specific statutes.
Decision-making often centers around around the role of Board and how individual Board members play a role. Understanding how non-profit Boards work as a team is essential, but so too is understanding the appropriate venue to make decisions. Some statutes, like WUCIOA, require that all non-ministerial acts require decision-making in an open meeting. Plan and execute all meetings by following your adopted parliamentary procedure (likely Robert's Rules of Order), but also take care to indulge in robust discussion during meetings when appropriate. Informed discussion leads to informed motions, not vice versa. Complicated, time-consuming topics often benefit from the involvement of a committee. Well-intentioned volunteerism and meeting attendance is not enough.
Remember that your Board often has authority to delegate specific processes, tasks and work streams, but does not have authority to delegate its ultimate responsibility to govern your community. The work product of your association's staff and third-party vendors (law firms, consultants, community association manager, etc.) is only as good as the direction, information (facts and context), conversations and questions you exchange. There's almost always a question behind the question. It's the Board's job to ask and then ensure you receive answers. Very little of life in general is as simple as paying someone else to do a job, because those third parties often need oversight and direction that only someone "plugged in" can provide.
"The problem is that good governance, whether in the public or private sector, depends on the initiative and leadership of good people. Having the time and the desire to serve is not the same as having the common sense, judgment, and character to serve well. Lapses in the vetting process, coupled with the absence of any competition for the job, can produce "governors" who, at best, are uninspired and, at worst, draconian (if not morally deficient) in approach." - Paula A. Franzese's Privatization and Its Discontents: Common Interest Communities and the Rise of Government for "the Nice."