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The corporate board`s role is changing - and in ways not entirely intended.Increased regulation, investor pressures and corporate governance reforms over the past decade were meant primarily to strengthen the board`s oversight function. But as boards have become better monitors and better led themselves, they`ve expanded their role - into running the company. In short, demands for better monitoring have paved the way for more direct leadership.Boardroom veterans Ram Charan, Dennis Carey and Michael Useem describe this emerging trend and argue that it`s the way of the future and that, on balance, it will have a positive effect on business performance. But for all the model`s advantages, it can cause serious damage, creating debilitating questions of authority and dangerous meddling into day-to-day operations. Directors need a new road map - for when to lead, when to partner and when to stay out of the way. Based on work with and study of board leaders and chief executives of Fortune 500 firms such as Agilent, Boeing, Ford, Pfizer and large non-US firms such as Infosys and Lenovo, Boards that Lead shows what this new partnership model of leadership looks like and maps out how to make it work.
ISBN - 9781422144053
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Pages : 224
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