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The United Kingdom: Indirect Leadership

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Leading a Board

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Abstract

This chapter reveals that effective chairs of boards of directors in the UK are accomplished professionals with strong views, who lead the board without “taking up much space” and avoid the limelight. They engage directors in a collective effort, creating an environment for effective collaboration and encouraging productive behaviours by providing feedback and opportunities for collective and individual learning and development.

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Notes

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    World Bank (2018). Services, Value Added. Industry, Value Added. Agriculture, Value Added. Available from: https://data.worldbank.org/indicator/NV.IND.MANF.ZS [Accessed 10 May 2018].

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    Financial Reporting Council (2016). The UK Corporate Governance Code. Available from: https://www.frc.org.uk/getattachment/ca7e94c4-b9a9-49e2-a824-ad76a322873c/UK-Corporate-Governance-Code-April-2016.pdf [Accessed 3 December 2018].

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    Spencer Stuart (2017). UK Board Index 2017. Available from: https://www.spencerstuart.com/research-and-insight/uk-board-index-2017 [Accessed 10 May 2018].

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    Heidrick & Struggles (2014). Towards Dynamic Governance 2014: European Corporate Governance Report. Available from: http://www.heidrick.com/Knowledge-Center/Publication/European-Corporate-Governance-Report-2014-Towards-Dynamic-Governance [Accessed 10 May 2018].

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    Spencer Stuart (2017). UK Board Index 2017. Available from: https://www.spencerstuart.com/research-and-insight/uk-board-index-2017 [Accessed 10 May 2018].

  12. 12.

    Ibid.

  13. 13.

    Finkelstein, S. (1992). Power in Top Management Teams: Dimensions, Measurement, and Validation. Academy of Management Journal, 35(3), pp. 505–538; Udueni, H. (1999). Power Dimensions in the Board and Outside Director Independence: Evidence from Large Industrial UK Firms. Corporate Governance: An International Review, 7(1), pp. 62–72.

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    Pettigrew, A. and McNulty, T. (1995). Power and Influence In and Around the Boardroom. Human Relations, 48(8), pp. 845–873.

  15. 15.

    Finkelstein, S. (1992). Power in Top Management Teams: Dimensions, Measurement, and Validation. Academy of Management Journal, 35(3), pp. 505–538.

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    Kakabadse, N., Knyght, R. and Kakabadse, A. (2013). High-Performing Chairmen: the Older the Better. In: A. Kakabadse and L. van den Berghe, ed., How to Make Boards Work. London: Palgrave, pp. 342–349.

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    McNulty, T., Pettigrew, A., Jobome, G. and Morris, C. (2011). The Role, Power and Influence of Company Chairs. Journal of Management and Governance, 15, pp. 91–121.

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    Kakabadse, A., Kakabadse, N. and Myers, A. (2008). Chairman and the Board: A Study of the Role, Contribution and Performance of UK Board Directors. Cranfield School of Management and Manchester Square Partners.

  19. 19.

    McNulty, T., Pettigrew, A., Jobome, G. and Morris, C. (2011). The Role, Power and Influence of Company Chairs. Journal of Management and Governance, 15, pp. 91–121.

  20. 20.

    Kakabadse, N., Knyght, R. and Kakabadse, A. (2013). High-Performing Chairmen: the Older the Better. In: A. Kakabadse and L. van den Berghe, ed., How to Make Boards Work. London: Palgrave, pp. 342–349.

  21. 21.

    Kakabadse, A. P., Kakabadse, N. K., and Knyght, R. (2010). The Chemistry Factor in the Chairman/CEO Relationship. European Management Journal, 28(4), pp. 285–296.

  22. 22.

    Stewart, R. (1991). Chairmen and Chief Executives: An Exploration of their Relationship. Journal of Management Studies, 28(5), pp. 511–528; Kakabadse, N., Knyght, R. and Kakabadse, A. (2013). High-Performing Chairmen: the Older the Better. In: A. Kakabadse and L. van den Berghe, ed., How to Make Boards Work. London: Palgrave, pp. 342–349.

  23. 23.

    Roberts, J. (2002). Building the Complementary Board. The Work of the PLC Chairman. Long Range Planning, 35(5), pp. 493–520; Hossack, R. (2006). Together at the Top: the Critical Relationship between the Chairman and the CEO. Ivey Business Journal, Jan/Feb, pp. 1–4. Available from: https://iveybusinessjournal.com/publication/together-at-the-top-the-critical-relationship-between-the-chairman-and-the-ceo/ [Accessed 26 March 2018]; Kakabadse, A., Ward, K., Korac-Kakabadse, N., and Bowman, C. (2001). Role and Contribution of Non-Executive Directors. Corporate Governance: The International Journal of Business in Society, 1(1), pp. 4–8.

  24. 24.

    Kakabadse, A. P., Kakabadse, N. K., and Knyght, R. (2010). The Chemistry Factor in the Chairman/CEO Relationship. European Management Journal, 28(4), pp. 285–296.

  25. 25.

    Roberts, J. (2002). Building the Complementary Board. The Work of the PLC Chairman. Long Range Planning, 35(5), pp. 493–520.

  26. 26.

    Kakabadse, A., Kakabadse, N. and Myers, A. (2008). Chairman and the Board: A Study of the Role, Contribution and Performance of UK Board Directors. Cranfield School of Management and Manchester Square Partners.

  27. 27.

    Pettigrew, A. and McNulty, T. (1995). Power and Influence In and Around the Boardroom. Human Relations, 48(8), pp. 845–873.

  28. 28.

    Lee-Davies, L., Kakabadse, N. K., and Kakabadse, A. (2007). Shared Leadership: Leading through Polylogue. Business Strategy Series, 8(4), pp. 246–253.

  29. 29.

    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].

  30. 30.

    Shekshnia, S. and Zagieva, V. (2017). Board Chairs’ Practices across Countries – Commonalities, Differences and Future Trends. Available from: https://www.insead.edu/sites/default/files/assets/dept/centres/icgc/docs/board-chairs-practices-across-countries.pdf [Accessed 3 December March 2018].

  31. 31.

    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].

  32. 32.

    Spencer Stuart (2017). UK Board Index 2017. Available from: https://www.spencerstuart.com/research-and-insight/uk-board-index-2017 [Accessed 10 May 2018].

  33. 33.

    Wertheimer, M. (2008). The Board Chair Handbook. Washington, DC: BoardSource.

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Authors and Affiliations

  1. INSEAD, Fontainebleau, France

    Stanislav Shekshnia

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  1. Stanislav Shekshnia
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Editors and Affiliations

  1. INSEAD, Fontainebleau, France

    Stanislav Shekshnia

  2. Ward Howell Talent Equity Institute, Moscow, Russia

    Veronika Zagieva

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Shekshnia, S. (2019). The United Kingdom: Indirect Leadership. In: Shekshnia, S., Zagieva, V. (eds) Leading a Board. Palgrave Macmillan, Singapore. https://doi.org/10.1007/978-981-13-3197-8_2

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