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Leadership boards of directors
Author(s) -
Davies Adrian,
Joyce Paul,
Beaver Graham,
Woods Adrian
Publication year - 2002
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.585
Subject(s) - business , strategic leadership , order (exchange) , public relations , openness to experience , corporate governance , corporate title , context (archaeology) , general partnership , control (management) , shareholder , transformational leadership , strategic planning , management , marketing , accounting , political science , economics , psychology , finance , social psychology , paleontology , biology
AbstractBoards of directors that have a leadership role in corporate strategic planning go beyond merely caring for shareholder interests and take a proactive role in the success of the business. They do this by setting the strategic direction and evaluating company performance. The cultural and organizational conditions for the development of leadership boards are however, not well understood. The roles of executive and non‐executive directors need to be clearly defined in order that such boards can be effective and assert control over strategy and performance. Executive directors can only be effective when they clearly differentiate their role of providing direction from their daily role of working with managers in the company. Recent research has begun to push back the ignorance surrounding the development of leadership boards. This will be examined in order to define the barriers standing in the way of more empowered directors. It will then be used to identify the actions and approaches that can be used by directors to develop their involvement in, and influence over, corporate strategic planning. This is then followed by a discussion of boards that places the issue in their contemporary policy context. It leads to the conclusion that the organization of partnership between board and management is important and that business success increasingly rests on openness and trust supported by creative and challenging dialogue. Copyright © 2002 John Wiley & Sons, Ltd.