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Responsibly led boards of directors make it possible for modern
companies to survive and prosper under conditions of change.
Despite the importance of boards of directors, their activities are
often lionised or vilified by shareholders and stakeholders which
obscures how boards enact responsible leadership. Responsible
Leadership in Corporate Governance: An Integrative Approach
introduces an integrative model of responsible leadership in
governance that positions the board as a nexus of all corporate
participants. In this model, responsibly led boards seek to make
decisions in the best interests of the modern company as an entity
that operates in a dynamic business environment. This book provides
a timely focus on in-depth cases of board led responsible
leadership. Examining boards of directors in listed companies,
state-owned enterprises, and private companies, the book connects
insights from corporate governance and leadership to behaviours
that affect boards' relationships with shareholders and
stakeholders. In addition, these insights underscore key
requirements and challenges of responsible leadership in
governance: from the importance of purpose and the crucial role of
value creation to the difficulties of ownership transition and
accountability. Far-sighted and experienced-based, this book will
not only help students connect to real world situations but also
will benefit those that interact with and support boards of
directors.
This Element deals with leadership and governance of corporations
from the point of view of the board. We expand our understanding of
board leadership by focusing on the modern company as a legal
person comprised of a capital fund and the relationships among
directors, shareholders, management and stakeholders. We propose a
model which integrates insights from the fields of leadership and
corporate governance and establishes a theoretical link illustrated
by empirical findings in three intersections: team leadership on
the board, the chair's leadership of the board, and strategic
leadership by the board. We maintain this integrative model
provides a powerful means to further an understanding of the board
as the nexus of leadership and governance. We close this Element by
identifying the new research directions that our integrative model
opens up. We also identify the implications for practice for those
who either serve on boards or provide support to them.
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