- Paperback: 248 pages
- Publisher: Palgrave Macmillan; 1st ed. 2008 edition (31 December 2013)
- Language: English
- ISBN-10: 1349358606
- ISBN-13: 978-1349358601
- Product Dimensions: 15.2 x 1.4 x 22.9 cm
- Boxed-product Weight: 399 g
- Average Customer Review: Be the first to review this item
- Amazon Bestsellers Rank: 82,083 in Books (See Top 100 in Books)
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Leading the Board: The Six Disciplines of World Class Chairmen Paperback – 31 Dec 2013
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'Andrew's research and analysis makes a major contribution to understanding the role of today's Company Chairman. A valuable read for those both in or rising to this challenge.' - Sir Rob Margetts, CBE, Chairman, Legal& General
'A brilliant book that shines a bright light on the misunderstood and underappreciated role of governance.' - David Altman, Ph.D., Senior Vice President of Research and Innovation, Center for Creative Leadership
'After the era of the heroic CEO in the 80s and 90s, the role of the Board has recently come more into the limelight. But the role of the chairperson in managing boundaries, sense-making, testing, steering and developing the Board team was not well researched and commented on. This book finally fills this gap. The impressive list of chairpersons quoted throughout, the narrative style and the depth of analysis make this a 'must read' for all who are concerned about the future governance of our firms and indeed our system of free and responsible enterprise.' - Professor Gilbert Lenssen, President European Academy of Business in Society
'Unique, in my opinion, in its deep understanding and sympathy for the challenges of organizing, and leading Boards. Andrew and Nada Kakabadse have done it again.' - Mitchell P. Koza, Dean and Distinguished Professor of Management, Rutgers University School of Business
'This is an innovative, novel and important book about the role of Chairmen/women and CEOs in leading Boards of companies- an unmissable read!' - Professor Cary L. Cooper, CBE, Pro Vice Chancellor (External Relations), Professor of Organizational Psychology and Health, Lancaster University, UK
'Andrew and Nada Kakabadse has most insightfully and surgically dissected this crucial and enigmatic position of corporate Chairman and has linked it to the many interrelated dysfunctional and seemingly unanswerable behaviours often wrongly yet strategically attributed to the CEO by the Chairman in an obfuscated manner that has damaged reputations, careers and organizational value in their quest to perpetuate financially and ethically. Required reading for business students, their mentors and idols-the Chairmen.' - Steven H. Appelbaum, Professor of Management and Senior Concordia University Research Chair in Organizational Development, John Molson School of Business
'In a broad sweep of business history, systems and practice, this important book brings back into focus the much neglected role of the chairman. It is both an essential and enjoyable read.' - Professor Roy Green, Dean, Macquarie Graduate School of Management, Macquarie University
'Andrew Kakabadse's 6 disciplines provide the framework and evidence that can truly 'make the difference' for chairs and their boards - giving them an approach to their work that combines practical application and robust evidence based research and theory.' - Zoe Van Zwanenberg, Chief Executive, Scottish Leadership Foundation
'Prof. Kakabadse's work makes a compelling case that behind every successful CEO there is a successful board, and behind every successful board there is effective board leadership at work. Only by looking into the complex interactions between a chief executive and a board can we fully understand why an organization performs as it does.' - Angel Cabrera, President, Thunderbird, School of Global Management
'This is a very insightful book which examines what it means to be a world-class chairman.' - Business Executive
About the Author
NADA KAKABADSE is Professor in Management and Business Research at Northampton Business School in the UK. She is Editor of the Corporate Governance journal and co-editor of the Journal of Management Development. Nada has acted as consultant to numerous public and private sector organizations.
Together they have extensively researched and published in the areas of leadership, boards, governance and outsourcing. Previous publications include The Geopolitics of Governance, Smart Sourcing: International Best Practice, Essence of Leadership and Intimacy: An International Survey of the Sex Lives of People at Work.
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Most helpful customer reviews on Amazon.com
This book gives far too much responsibility and power singularly to the person in the role of Chair. What many other books assert are the responsibilities of the entire Board, this book seems to assert are the primary responsibilities of the Chair.
For example, the authors write that it is the Chair's responsibility to:
- "convass reality of whether the strategic plan will work"
- "determine the role and contribution of the lead independent director and senior independent director"
- "determine the nature, volume, and quality of data presented to the Board"
No, that is the Board's role.
Or, for example, the authors write, "Ultimately, the person responsible for inattention to corporate wrongdoing is the chairman." No, all Board members are ultimately responsible.
Or, "technically, the CEO reports to the Chairman." No, the CEO reports to the Board as a body.
Throughout the book, I kept wishing that the authors would clarify that the Chair gets his/her work done "through" the Board members -- the Chair facilitates the consensus of the Board members. Had that clarification been inserted throughout the book, I would have loved this book.
Again, overall, I appreciate the book. However, I suggest that readers keep in mind the clarification that the Chair's job is done via the consensus of the Board. Any Board that gives complete, discretionary power to the Chair is not doing its job.
If the CEO is the heart of the company pumping vibrancy
through its very core, the chairman is the soul of the corporation, its conscience, its moral keeper. Only the chairman can provide that leadership. Where the two roles are combined, the CEO/chairman must be the heart and soul of the company.
"The CEO mandate. The chairman must give the CEO a clear mandate to manage day-to-day operations. At the same
time, the chairman is responsible for evaluating CEO performance and succession planning"
then p. 20
Example is the car direct quote:
"To return to our car analogy: it is the chairman who is ultimately responsible for the road worthiness of the vehicle and the safety of all those on board – shareholders, employees, and customers. He or she must ensure that the CEO (the driver) is carrying out the necessary safety checks on the vehicle, that there is enough rubber on the tires, gas in the tank, oil in the engine, and water in the windscreen washers. The chairman must also ensure that the necessary licenses are up-to-date and that the paperwork is in order if they are pulled over. But – and it is an important but – the CEO must be allowed to operate the throttle and steer the car. The chairman sits in the passenger seat. They are there to stamp on the brakes or grab the wheel if required. The chairman and the board should be consulted on the destination, but they must not interfere while the CEO is driving, and they should leave the actual route to the executive team."
Which is it?
If the chair in one case is just the paper pusher, then he is the soul, then he is just the passenger, what is he next a big fluffy bunny?
This is the real audience, early companies:
Why would a CEO & Chair who founded the company, who put in money, built the team, took a hit on his pay for a later payoff, got the outside equity usurp himself?
The Chairman can fire the CEO in a second. Oh, ex-ceo you have a contract? (chairman) Fight my new company in court, good luck. This happens more than you would believe, then what is a ex-ceo going to do? not a lot of jobs out there and what ceo is going to want to hire a ex-ceo for a position beneath him?
The CEO puts his job on the line, his hard work, his team and his sunk equity to put a chairman above him for sake of "good governance" when it was HE and he himself that got the company where it is today?
Think about that why do you need good governance for profitable companies? If they are profitable, what's the issue?
Oh, that company has bad governance, its too profitable. un huh.
The only way you should ever get a chairman is if you get a buyout package, up front, certified check. The other way is to get hired and not put a single dime in, just hired help, company flops because of washy washy board trying to set strategy- walk.
Put simply using the car analogy- who puts the gas in gets to pick where you are going.
Chairmen don't raise money, CEO's do so why would you have people above you- no money, no gas, no chairman paycheck.
See this for what it really is, overvalued hedge fund/brokers trying to justify their huge salaries by placing the blame somewhere else- easiest way is to pass the blame over to those awful greedy ceo's how dare they get paid market value.
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