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Boards at WorkHow Directors View their Roles and Responsibilities$
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Philip Stiles and Bernard Taylor

Print publication date: 2002

Print ISBN-13: 9780199258161

Published to Oxford Scholarship Online: January 2010

DOI: 10.1093/acprof:oso/9780199258161.001.0001

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The Dynamics of Board Process

The Dynamics of Board Process

Chapter:
(p.106) 7 The Dynamics of Board Process
Source:
Boards at Work
Author(s):

Philip Stiles (Contributor Webpage)

Bernard Taylor (Contributor Webpage)

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199258161.003.0007

The degree of involvement of the boards of directors in the process of corporate strategy, corporate control, and the institutional function is subject to considerable variation, with some boards more active than others in their engagement with, and influence in, these roles. In these three major roles of the board, collaboration is important for their effective undertaking. Normative theory in corporate governance, informed by the independent board model, has focused on issues of board structure and composition, but this neglected the scrutiny of the relationships within and outside the board, and how the interpersonal dynamics affect the board's culture and cohesion. This chapter explores the nature of board process in terms of the key interpersonal relationships among members: between the chairman of the board and chief executive officer, between executive and non-executive directors, and in particular the role of the chairman in managing these relationships and promoting teamwork. The role of trust in developing board cohesiveness is then discussed.

Keywords:   boards of directors, chief executive officer, chairman of the board, corporate governance, interpersonal relationships, non-executive directors, trust, teamwork

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