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Russia: Powerful Moderation

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Leading a Board

Abstract

This chapter is dedicated to board chairs in Russia, where relationships are more important than institutions. It depicts board leaders as pragmatists working both within institutional and informal contexts to get their job done. They balance authoritative and facilitating modes of operating, and use a range of practices from “traditional” conversations behind closed doors to “modernist” coaching sessions with directors. Chairs in Russia work proactively with significant shareholders, whom they often consider to be their ultimate masters. Engagement with CEOs is also high on their agenda, but it takes various forms—from dominant mentoring to advising—depending on the social status of the parties involved and their relationship to ownership.

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Notes

  1. 1.

    Russian Federation Federal State Statistics Service (2018). Population. Available from: http://www.gks.ru/wps/wcm/connect/rosstat_main/rosstat/ru/statistics/population/demography/# [Accessed 10 May 2018].

  2. 2.

    The World Bank (2016). Population Ranking. Available from: https://datacatalog.worldbank.org/dataset/population-ranking [Accessed 10 May 2018].

  3. 3.

    The World Bank (2018). World Development Indicators. GDP Ranking. Available from: https://datacatalog.worldbank.org/dataset/gdp-ranking [Accessed 28 September 2018].

  4. 4.

    The World Bank (2018). World Development Indicators. GDP Ranking, PPP based. Available from: https://datacatalog.worldbank.org/dataset/gdp-ranking-ppp-based [Accessed 28 September 2018].

  5. 5.

    The World Bank (2018). World Development Indicators. GDP per capita, in international dollars. Available from: http://databank.worldbank.org/data/reports.aspx?source=2&series=NY.GDP.PCAP.PP.CD [Accessed 28 September 2018].

  6. 6.

    UNDP (2018). Human Development Indices and Indicators. 2018 Statistical Update. Available from: http://hdr.undp.org/en/2018-update. [Accessed 28 September 2018].

  7. 7.

    EMISS (2018) Number of Organisations According to Official Registration. Available from: https://www.fedstat.ru/indicator/42930 [Accessed 10 May 2018].

  8. 8.

    Russian Federation Federal State Statistics Service (2017). Labor and Employment in Russia. Moscow: Rosstat.

  9. 9.

    Federal Antimonopoly Service of Russian Federation (2017) Russia’ Competition Report 2016. Available from: https://fas.gov.ru/documents/596439 [Accessed 10 May 2018].

  10. 10.

    Bank of Russia (2014). Russia Corporate Governance Code. Bank of Russia’ Vestnik, 40 (1518), pp. 3–63.

  11. 11.

    Spencer Stuart (2017). Russia Board Index 2017. Available from https://www.spencerstuart.com/research-and-insight/russia-board-index-2017-russian [Accessed 28 September 2018].

  12. 12.

    Ibid.

  13. 13.

    Ibid.

  14. 14.

    Kakabadse, A., Kakabadse, N. and Myers, A. (2009). Chairman of the Board Research: a Survey of Russian Organisations. Cranfield School of Management.

  15. 15.

    Judge, W. Q., Naoumova, I. and Koutzevol, N. (2003). Corporate Governance and Firm Performance in Russia: an Empirical Study. Journal of World Business, 38 (4), pp. 385–396.

  16. 16.

    Radygin, A. D. (1998). Russian Privatization: National Tragedy or Institutional Platform for Post-Soviet Reforms. Mir Rossii, 7 (3), pp. 3–32.

  17. 17.

    Iwasaki, I. (2008). The Determinants of Board Composition in a Transforming Economy: Evidence from Russia. Journal of Corporate Finance, 14 (5), pp. 532–549.

  18. 18.

    Kapalyushnikow, R. and Demina, N. (2005). Concentrated Ownership and Management Turnover: The Case of Russia. Russian Economic Barometer, 14 (1), pp. 10–21.

  19. 19.

    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].

  20. 20.

    Ibid.

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Correspondence to Veronika Zagieva .

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Ryasentseva, E., Zagieva, V. (2019). Russia: Powerful Moderation. In: Shekshnia, S., Zagieva, V. (eds) Leading a Board. Palgrave Macmillan, Singapore. https://doi.org/10.1007/978-981-13-3197-8_9

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