Leading through discontinuous change: A typology of problems and leadership approaches in UK boards

Morais, Filipe; Kakabadse, Andrew; Kakabadse, Nada K.

doi:10.1016/j.lrp.2019.02.003

Cited by 12 publications

(14 citation statements)

References 68 publications

(105 reference statements)

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“…How does a board chair effectively handle communication with different stakeholders in a crisis? Here, future research could also build on the work by Morais, Kakabadse, and Kakabadse (2018) and Morais et al (2020) who found that, in companies facing tensions in their strategic choices, such as balancing between exploration and exploitation, board chairs and CEOs develop a working relationship that is more interdependent and collaborative than what is typically depicted in the literature on the board chair. Examining such issues from a longitudinal perspective and in difficult times could add new knowledge on how the role of the board chair changes over time depending on external contextual factors.…”

Section: The Context Of Timementioning

confidence: 99%

“…Traditionally, it has been argued that an independent board chair ensures better checks and balances and, in particular, controls the CEO's opportunistic behavior (Krause et al, 2014; Rechner & Dalton, 1991). However, this argument is contested in recent studies, in which scholars suggested that a separate board chair can facilitate greater collaboration with the CEO and other board members, resulting in a better firm performance (Bezemer et al, 2018; Krause, 2017; Morais, Kakabadse, & Kakabadse, 2020). In fact, the authors found that effective board chairs help alleviate board–CEO conflicts, orient board members to more strongly emphasize shareholders' interests, and engage in productive discussions by facilitating a participatory environment (Bezemer et al, 2018; Guerrero, Lapalme, & Séguin, 2015; Shekshnia, 2018; Veltrop et al, 2020).…”

Section: Review Of the Literaturementioning

confidence: 99%

“…However, the board chair who is not also the CEO might rearrange the leadership style based on the problems that firms undergo in a certain period. Indeed, Morais et al (2020) reported that board chairs are likely to adopt a collaborative approach with CEOs when facing “wicked” problems, whereas their vigilant and controlling roles might be more observed when dealing with “tame” problems.…”

Section: Review Of the Literaturementioning

confidence: 99%

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The role of the board chair—A literature review and suggestions for future research

Banerjee

Nordqvist

Hellerstedt

2020

Corporate Governance

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Research Question/Issue: The role of the board chair has become increasingly complex in recent decades. Research on corporate governance has called for and has initiated the pursuit of more research for the purpose of creating a better understanding of the role of board chairs. We reviewed 234 academic articles published in 66 journals, structured the existing research according to an Input-Process-Outcome-Contexts framework, and provided a future research agenda for studies on the role of the board chair. Research Findings/Insights: Our review reveals that the number of published studies on the position of the board chair has grown over the last two decades. Although extant research is dominated by quantitative studies exploring the impact of the board chair position on financial performance, frequently drawing on agency and stewardship theory, recent work has moved beyond this focus and has added valuable insights. The Input-Process-Outcome-Contexts framework used to structure the extant research reveals that future research should pursue topics related to all components of the framework and that opportunities exist to draw from a broader set of theories. Theoretical/Academic Implications: Based on the framework, we formulate seven specific research topics that can add valuable insights into the role of the board chair and suggest theories that can help inform research pursuing these topics. Taken together, these topics have the potential to create valuable insights into how board chairs are appointed, develop competencies, and interact and work with the CEO, the top management team, the board, and other stakeholders while acknowledging the influence of contextual factors, such as ownership, diversity, the firm's development stage, and external events and trends. Practitioner/Policy Implications: Our review shows a growing global movement toward prescribing more corporate governance regulations and separating the positions of the board chair and the CEO. We show that many aspects need to be considered when choosing a governance configuration and when appointing a board chair because this role is becoming increasingly demanding.

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Section: The Context Of Timementioning

confidence: 99%

Section: Review Of the Literaturementioning

confidence: 99%

Section: Review Of the Literaturementioning

confidence: 99%

See 1 more Smart Citation

The role of the board chair—A literature review and suggestions for future research

Banerjee

Nordqvist

Hellerstedt

2020

Corporate Governance

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“…When the CEO takes the responsibility of the chairperson as well as management, it reduces board effectiveness in monitoring top management while managing day to day operations (Broye et al, 2017). Two different positions for the CEO and chairperson can increase the efficiency of management accountability, better corporation performance, and minimize agency cost (Morais et al, 2020).…”

Section: Ceo Dualitymentioning

confidence: 99%

Board of Directors Attributes and Sustainability Performance in the Energy Industry

Gardazi¹,

Hassan²,

Johari³

2020

JAFEB

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The board of directors play an important role in corporate climate strategy-making and decisions but might also compromise environmental policies to minimize agency cost. This study critically investigates the relationship between the attributes of the board of directors and the degree of sustainability performance for the energy sector as discussed in the literature. Our study cumulates existing knowledge offering important characteristics for a balanced board structure to increase the board's effectiveness in adopting sustainable initiatives that could reduce the adverse impact of an energy corporation's operation on the environment. Crucial attributes of the board of directors deemed to be positively associated with the commitment to reduce carbon footprint in the environment have been identified. Based on our extensive analysis of the literature we propose a conceptual framework that measures the influence of the board of directors' attributes on corporate environmental and social sustainability performance. The proposed framework will be useful as an initial step for top management and regulators to gain a better understanding of the balanced board structure required to achieve the social and environmental sustainability performance of corporations. Further, this paper contributes to a body of knowledge about how the board of directors could play a crucial role in monitoring social and environmental threats.

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“…Therefore, especially regarding board research, a better understanding of behavioral or collaboration‐related variables as well as board processes and dynamics is desirable. For example, future research could build on the initial qualitative research on boards in the context of innovation (Hoppmann, Naegele, & Girod, 2019; Morais, Kakabadse, & Kakabadse, 2019) to deduce potentially relevant mediating factors.…”

Section: An Agenda For Future Researchmentioning

confidence: 99%

Strategic leadership and technological innovation: A comprehensive review and research agenda

Kurzhals

Graf‐Vlachy

König

2020

Corporate Governance

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Research Question/Issue We review the literature on the relationship between strategic leadership and technological innovation. Research Findings/Insights We identify the theoretical lenses that researchers apply when studying strategic leadership and innovation, most notably agency theory and upper echelons theory. We review the innovation constructs and measures that scholars employ, and we survey the links among strategic leaders' characteristics and technological innovation. Ultimately, we organize the literature into an integrative framework that provides a concise overview of the extant knowledge, and we outline an agenda for future research. Theoretical/Academic Implications First, we offer scholars a discipline‐spanning overview of the extant knowledge on the topic. Second, by integrating important aspects of corporate governance, such as the role of the board of directors, incentives for the chief executive officer or the top management team, and firm ownership, into the context of technological innovation, we highlight the vital role it plays in the realm of technological innovation. Third, we provide a useful guide for scholars and direct their work towards fruitful avenues for future research. Practitioner/Policy Implications We offer insights for practitioners interested in better understanding the bidirectional relationship between strategic leadership and technological innovation. In particular, our framework and our detailed analysis of the impact of strategic leaders on technological innovation can guide shareholders and board members in matters related to board composition as well as top executive selection and compensation.

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Leading through discontinuous change: A typology of problems and leadership approaches in UK boards

Cited by 12 publications

References 68 publications

The role of the board chair—A literature review and suggestions for future research

The role of the board chair—A literature review and suggestions for future research

Board of Directors Attributes and Sustainability Performance in the Energy Industry

Strategic leadership and technological innovation: A comprehensive review and research agenda

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