Identity, Power and Influence in the Boardroom: Actionable Strategies for Developing High Impact Directors and Boards

ISBN-13: 9781138488786 / Angielski / Twarda / 2019 / 192 str.

Meena Thuraisingham

Opis

Deciding on the strategic direction of a corporation is complex and increasingly so in the volatility, uncertainty, and ambiguity that characterises the strategic options facing a company today. Faced with this complexity, the model of governance, which has largely remained unchanged for many decades, raises several important questions. Economic theories of corporate governance have held sway for over three decades and have exerted considerable influence on board studies and writings on the subject. In particular the agency paradigm and its assumptions, has de-emphasised the human side of governance, which may be better explained by drawing on theories in social psychology. In the existing literature on boards and board dynamics, the internal context in which the board director works, has been inferred from structural or compositional factors such as number of independent directors. However, we know for instance that independence of a board director does not guarantee independent mindedness. In enacting their advisory role, directors shape strategy by engaging in behaviours that include for example testing ideas, questioning assumptions, evaluating strategic logic, raising concerns, weighting risks and offering encouragement. Despite the quality of such interpersonal interactions playing a vital role, board research has adopted an "under-socialised" view of boards, failing to recognise boards as complex social systems, embedded in complex power asymmetries and role and group identity affects. Drawing from theories in the field of social psychology, the author uniquely examines the human side of corporate governance recognising the role that identities, interests and interactions between board directors plays.

Spis treści

Introduction Part I 1 The board’s role and accountability in developing and deciding strategy: the theory and reality 2 Board capital: the source of director influence, perceived relevance and legitimacy to influence 3 The boardroom: decoding the hidden hierarchy and board culture 4 Essential NED skills for strengthening strategic influence 5 Rethinking the leadership of the board Part II 6 Developing a strategically active board 7 The BoardQ approach to board effectiveness, development and renewal 8 Letter from investors—what we expect from boards 9 The future of governance and the ‘fit for future’ board

O autorze

Meena Thuraisingham, Founder and Principal of BoardQ, a board-level advisory practice, has over 30 years of corporate and consulting experience with global organisations. As a qualified organisational psychologist, her work with top-team and board effectiveness, development and renewal is aimed at strengthening the way organisations are led and governed, and the cultures that result.