Responsibly led boards of directors make it possible for modern companies to survive and prosper under conditions of change. Despite the importance of boards of directors, their activities are often lionised or vilified by shareholders and stakeholders which obscures how boards enact responsible leadership. Responsible Leadership in Corporate Governance: An Integrative Approach introduces an integrative model of responsible leadership in governance that positions the board as a nexus of all corporate participants. In this model, responsibly led boards seek to make decisions in the best interests of the modern company as an entity that operates in a dynamic business environment.
This book provides a timely focus on in-depth cases of board led responsible leadership. Examining boards of directors in listed companies, state-owned enterprises, and private companies, the book connects insights from corporate governance and leadership to behaviours that affect boards’ relationships with shareholders and stakeholders. In addition, these insights underscore key requirements and challenges of responsible leadership in governance: from the importance of purpose and the crucial role of value creation to the difficulties of ownership transition and accountability. Far-sighted and experienced-based, this book will not only help students connect to real world situations but also will benefit those that interact with and support boards of directors.
Author(s): Monique Cikaliuk, Ljiljana Eraković, Brad Jackson, Chris Noonan, Susan Watson
Series: Routledge Studies in Leadership Research
Publisher: Routledge
Year: 2022
Language: English
Pages: 264
City: New York
Cover
Half Title
Series Page
Title Page
Copyright Page
Table of Contents
Author Biographies
Acknowledgements
1.
Introduction and Overview
Introduction
Rationale for the Book
The Research Process
The New Zealand Governance Context
Structure of the Book
2.
A Leadership in Governance Approach
Introduction
Board Leadership in the Entity Model
Social Cognitive Theory Perspective on ‘What Boards Really Do’
Directors Behaving Agentically and Exercising Responsible Leadership
Concluding Points
3. Shareholder Capital and Other Investor Strategies
Introduction
Corporate Governance of Capital Structure
Shareholder Diversity and the Corporate Entity
Shareholder–Board Relationships
Accountability Structure Preserves Leadership
Case Studies
Discussion
Conclusion
4.
Uniting Leadership and Organisational Oversight
Introduction
The Board’s Oversight Role
Active and Independent Monitoring
Board’s Formal and Informal Accountability
Board’s Engagement Efforts
Case Studies
Discussion
Conclusion
5. Value Creation
Introduction
Value and Value Creation Definitions
Conceptions of the Corporation and Value Creation: Contractarian and Entity
Governance and Responsible Leadership Integrative Framework
Case Studies
Conclusion
6. The Role of the Board in Transitions in Corporate Control
Introduction
The Board’s Roles and Responsibilities in Ownership Transition
Board Composition, Reputation and Capabilities
Interactions between the Board and Other Actors
Case Studies
Discussion
Conclusion
7. CEO Succession
Introduction
Responsible Leadership, Influence Pathways and Board Tasks: CEO Succession
Role of the Board Chair and CEO Succession
Case Study
Discussion
Conclusion
8. Diversity and Inclusion
Introduction
Defining Diversity and Inclusion
Diversity as a Goal and Diversity as a Means towards a Goal
Case Study
Discussion
Conclusion
9. Conclusion
Introduction
Our Key Learnings
Future Directions for Leadership in Governance Research
In Closing
Index
