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| Author: | Roberts, J. |
| Title: | Building the Complementary Board: The Work of the Plc Chairman |
| Journal: | Long Range Planning
2002 : OCT, VOL. 35:5, p. 493-520 |
| Index terms: | BOARD OF DIRECTORS CHAIRMEN MANAGEMENT EXECUTIVES |
| Language: | eng |
| Abstract: | Now that the roles of Chair and CEO are increasingly separate, and less likely to be the result of 'promotion', the relationship between them - and between the executive and nonexecutive sections of the Board - are critical for board effectiveness. The author answers whether the Chair harbor personal executive is ambitions. The paper considers whether the non-executive Board members know anything about the business; and how can a creative partnership be structured which balances the requirements to support and to control. Based on qualitative interview-based research with chairmen, chief executives and non-executive directors in major UK companies this article addresses the critical issue of board effectiveness, and in particular the core relationship between the chairman and CEO. |
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