Due to the gap in understanding board leadership and specifically, board shared leadership, this article aims at proposing some antecedents of the emergence of board shared leadership. This article incorporates three bodies of literature: Team effectiveness, team leadership, and board management. Based on integrating several theoretical perspectives, nine propositions are developed in relation ...

nowadays in consequence of widespread changes of corporate governances, chairman of the board has more real authorities on company decisions and due to his significant role in board leadership, is under the pressure of performance expectations. however, these changers are not made as it deserves in iran and in spite of various effects of chairman leadership on board culture – especially team pr...

Shared services change management, despite being widely acknowledged by business practitioners as one of the significant factors that makes or breaks the transformation efforts in organizations, success continues to be elusive during most shared services implementations. Quality leadership and effective communication strategy are considered to be critical to drive successful organizational tran...

When a CEO holds the title of Chairman of the Board, the board has the formal authority, but the CEO often holds the leadership. This paper shows that if the board is not independent enough to discipline a CEO, it is optimal for the board to take leadership by separating the titles. However, the board (or shareholders) is better-off if it can increase its independence without separating the tit...

In the present paper we examine the moderating effects of age diversity and team coordination on the relationship between shared leadership and team performance. Using a field sample of 96 individuals in 26 consulting project teams, team members assessed their team’s shared leadership and coordination. Six to eight weeks later, supervisors rated their teams’ performance. Results indicated that ...

This paper investigates the relationship between firm productivity and four different board characteristics, including board size, board composition, board ownership and board leadership. Using total factor productivity (TFP) as a measure for productivity, we find an inverse association between board size and productivity and a positive relationship between board composition and productivity in...

Executive Summary Critical to the success of a high performance board is the ability of its directors to share leadership and to work as a dynamic team. Yet historically boardrooms have proven to be one of the most difficult places to build an effective team. Numerous factors work against boards operating as teams such as the small amount of time directors have together, limited access to criti...