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The Contribution, Power and Influence of Part‐time Board Members
Author(s) -
McNulty Terry,
Pettigrew Andrew
Publication year - 1996
Publication title -
corporate governance: an international review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.866
H-Index - 85
eISSN - 1467-8683
pISSN - 0964-8410
DOI - 10.1111/j.1467-8683.1996.tb00145.x
Subject(s) - dismissal , power (physics) , psychology , variety (cybernetics) , persuasion , assertiveness , public relations , accounting , management , political science , business , social psychology , computer science , economics , physics , quantum mechanics , artificial intelligence , law
The paper compares the contribution, power and influence of non‐executive directors and part‐time chairpersons within large UK PLC's, using interview data collected for a pilot study. Two questions are addressed: What contribution, if any, is made by non‐executive directors and part‐time chairmen? How, if at all, do part‐time chairpersons exercise power and influence? The paper reveals that part‐time chairmen and non‐executive directors claim to contribute to a broad range of issues, ranging from the strategy of the firm, to the appointment, selection and dismissal of board members. Contribution is made by part‐time chairmen and non‐executive directors converting power sources into influence. A variety of influence methods are used by part‐time chairmen and non‐executive directors to contribute as board members. Part‐time chairmen influence most by assertiveness, using the authority that comes with leading the board. Non‐executive directors influence most through persuasion and coalition formation. Non‐executive directors less on their positional authority to exert influence, and more on their personal knowledge, experience and expertise, as well as their ability to form relationships with individuals both inside and outside of the boardroom.