Hey Oli,
thanks for your questions. I believe that you raise some very important points about leadership and the culture and values that we as an Open Source community want to uphold. As I already mentioned in our call, I agree with you on many aspects concerning the culture of (servant) leadership in the community and the importance of a strongly-enforced Code of Conduct.
When reading the questions, I however got the impression that some of them were phrased in a very leading manner, and seemingly refer to specific past events (which you’ve told me about in our call, but of which I do not have a complete picture). I feel that the way some of the questions are worded does not really allow me to present a differentiated set of my personal opinions on these matters. For this reason, I have decided not to answer each question individually, but to still share my personal perspective on the (presumed) intent behind each group of questions, in the hope that this manner of response is still helpful for you and anyone else reading along.
In your first block of questions, you ask about my thoughts about the role and responsibilities of the Board within the Association. The Board consists of elected representatives of the community, and as such has as much (or as few) authority as the community wants to give it. In this light, a strictly top-down management style in which decisions are made without support of the members is inherently even more unsustainable as it would be in a traditional corporate environment. Instead, the purpose of the Board should be to create and foster an environment in which the community can grow and the teams and each member of the community are empowered to contribute their best to the community and the project. I furthermore believe it a responsibility of the board to provide direction and vision for key aspects of community and product development. However, these decisions cannot be based on pure authority, and must be made together with everyone involved and by facilitating a shared consensus. Mutual trust between all involved is a key requirement for this.
Your second block of questions is about the personal qualifications of Board members as well as communication and feedback culture within the Board itself. I believe that empathy, integrity and the ability to admit (and correct) your own mistakes are key qualifications for any kind of leadership position. I also have always strived to live by these values in my own work in the leadership positions that I hold and held in the past – and expect honest feedback from my peers (like my fellow members of the board, or any member of the community, really) if I should ever fall short of these values, so that I can improve.
The final block of questions is about safety in the community, the Code of Conduct specifically and the structures in the Association. Building and fostering an environment in which every member of the community can feel safe and respected is paramount. This includes a strongly-enforced Code of Conduct that is applied consistently to everyone without exceptions. You also asked some very specific questions about the people enforcing the code of conduct (which presumably refers to the ombudsperson group), which I feel are too tightly coupled to a specific situation in the past for me to phrase a generally applicable answer to.
I hope my answers, even when in a different format than requested, are helpful to you. Feel free to reach out if there’s anything else you’d like to know. 
Regards,
Martin