Drawing from theories in the field of social psychology, the author uniquely examines the human side of corporate governance, recognising the role that identities, interests and interactions between board directors play. This is a valuable guide for aspiring and experienced directors wishing to strengthen their effectiveness in the advisory role
Drawing from theories in the field of social psychology, the author uniquely examines the human side of corporate governance, recognising the role that identities, interests and interactions between board directors play. This is a valuable guide for aspiring and experienced directors wishing to strengthen their effectiveness in the advisory role
Meena Thuraisingham, Founder and Principal of BoardQ, a board-level advisory practice, has over 30 years of corporate and consulting experience with global organisations. As a qualified organisational psychologist, her work with top-team and board effectiveness, development and renewal is aimed at strengthening the way organisations are led and governed, and the cultures that result.
Inhaltsangabe
Introduction Part I 1 The board's role and accountability in developing and deciding strategy: the theory and reality 2 Board capital: the source of director influence, perceived relevance and legitimacy to influence 3 The boardroom: decoding the hidden hierarchy and board culture 4 Essential NED skills for strengthening strategic influence 5 Rethinking the leadership of the board Part II 6 Developing a strategically active board 7 The BoardQ approach to board effectiveness, development and renewal 8 Letter from investors-what we expect from boards 9 The future of governance and the 'fit for future' board
Introduction Part I 1 The board's role and accountability in developing and deciding strategy: the theory and reality 2 Board capital: the source of director influence, perceived relevance and legitimacy to influence 3 The boardroom: decoding the hidden hierarchy and board culture 4 Essential NED skills for strengthening strategic influence 5 Rethinking the leadership of the board Part II 6 Developing a strategically active board 7 The BoardQ approach to board effectiveness, development and renewal 8 Letter from investors-what we expect from boards 9 The future of governance and the 'fit for future' board
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