Responsible Leadership in Corporate Governance: An Integrative Approach introduces an integrative model of responsible leadership in governance that positions the board as a nexus of all corporate participants.
Responsibly led boards of directors make it possible for modern companies to survive and prosper under conditions of change. Despite the importance of boards of directors, their activities are often lionised or vilified by shareholders and stakeholders which obscures how boards enact responsible leadership. Responsible Leadership in Corporate Governance: An Integrative Approach introduces an integrative model of responsible leadership in governance that positions the board as a nexus of all corporate participants. In this model, responsibly led boards seek to make decisions in the best interests of the modern company as an entity that operates in a dynamic business environment.
This book provides a timely focus on in-depth cases of board led responsible leadership. Examining boards of directors in listed companies, state-owned enterprises, and private companies, the book connects insights from corporate governance and leadership to behaviours that affect boards’ relationships with shareholders and stakeholders. In addition, these insights underscore key requirements and challenges of responsible leadership in governance: from the importance of purpose and the crucial role of value creation to the difficulties of ownership transition and accountability. Far-sighted and experienced-based, this book will not only help students connect to real world situations but also will benefit those that interact with and support boards of directors.
Responsible Leadership in Corporate Governance: An Integrative Approach introduces an integrative model of responsible leadership in governance that positions the board as a nexus of all corporate participants.
1. Introduction and Overview
2. A Leadership in Governance Approach
3. Shareholders Capital and Other Investor Strategies
4. Uniting
Leadership with Organizational Oversight
5. Value Creation
6. The Role of
the Board in Transitions in Corporate Control
7. CEO Succession
8.
Diversity and Inclusion
9. Conclusion: Key Lessons and Future Directions
Monique Cikaliuk is Principal Business Consultant and Founder, Wisdom Work Strategies, Victoria, Canada.
Ljiljana Erakovi is an Associate Professor at the University of Auckland Business School, New Zealand.
Brad Jackson is a Professor of Leadership and Governance at the Waikato Management School, University of Waikato, New Zealand.
Chris Noonan is an Associate Professor and Associate Dean Postgraduate and International in the Faculty of Law, University of Auckland, New Zealand.
Susan Watson holds joint chairs in the University of Auckland Faculty of Law and the University of Auckland Faculty of Business and Economics and is Dean of the University of Auckland Business School, New Zealand.
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