Abstract
In this chapter we would like to synthesize the research findings presented in the country chapters to highlight commonalities and differences in how board chairs conduct their business in different European countries. We use a “top five” approach, identifying the five practices most widely used across Europe; the five most “destructive” practices or common traps for board leaders; and the five most important personal attributes that make chairs effective. We will make one exception to our rule of five and present the most original practice from each country—making eight in total.
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Notes
- 1.
Larcker, D. and Tayan, B. (2011). Corporate Governance Matters. Upper Saddle River (New Jersey): Pearson Education, p. 133.
- 2.
Shekshnia, S. and Zagieva, V. (2016). Chair Survey 2015. Available from: https://www.insead.edu/sites/default/files/assets/dept/centres/icgc/docs/chair-survey-2015.pdf [Accessed 3 December 2018].
- 3.
Knockaert, M., Bjornali, E. S., and Erikson, T. (2015). Joining Forces: Top Management Team and Board Chair Characteristics as Antecedents of Board Service Involvement. Journal of Business Venturing, 30 (3), pp. 420–435.
- 4.
Brickley, J., Coles, J. and Jarrell, G. (1997). Leadership Structure: Separating the CEO and Chairman of the Board. Journal of Corporate Finance, 3, pp. 189–220.
- 5.
Hayward, M.L.A., Rindova, V.P. and Pollock, T.G. (2004). Believing One’s Own Press: The Causes and Consequences of CEO Celebrity. Strategic Management Journal, 25, pp. 637–653; Shropshire, S. (2010). The Role of the Interlocking Director and Board Receptivity in The Diffusion of Practices. Academy of Management Review, 35 (2), pp. 246–264.
References
Brickley, J., Coles, J. and Jarrell, G. (1997). Leadership Structure: Separating the CEO and Chairman of the Board. Journal of Corporate Finance, 3, pp. 189–220.
Hayward, M.L.A., Rindova, V.P. and Pollock, T.G. (2004). Believing One’s Own Press: The Causes and Consequences of CEO Celebrity. Strategic Management Journal, 25, pp. 637–653.
Knockaert, M., Bjornali, E. S., and Erikson, T. (2015). Joining Forces: Top Management Team and Board Chair Characteristics as Antecedents of Board Service Involvement. Journal of Business Venturing, 30(3), pp. 420–435.
Larcker, D. and Tayan, B. (2011). Corporate Governance Matters. Upper Saddle River (New Jersey): Pearson Education, p. 133.
Shekshnia, S. (2018). How to Be a Good Board Chair. Harvard Business Review, March–April 2018, pp. 96–105.
Shekshnia, S. and Zagieva, V. (2016). Chair Survey 2015. Available from: https://www.insead.edu/sites/default/files/assets/dept/centres/icgc/docs/chair-survey-2015.pdf [Accessed 3 December 2018].
Shropshire, S. (2010). The Role of the Interlocking Director and Board Receptivity in The Diffusion of Practices. Academy of Management Review, 35 (2), pp. 246–264.
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Shekshnia, S., Zagieva, V. (2019). “Top Fives” of Chairing a Board in Europe. In: Shekshnia, S., Zagieva, V. (eds) Leading a Board. Palgrave Macmillan, Singapore. https://doi.org/10.1007/978-981-13-3197-8_10
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DOI: https://doi.org/10.1007/978-981-13-3197-8_10
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