Making the governance of public bodies work: chair-chief executive relationships in practice

David Heald and David Steel

Public Money & Management, 2015, vol. 35, issue 4, 257-264

Abstract: The importation, over the past 30 years, of private sector governance mechanisms into public sector bodies at arm's-length from government has brought greater focus on the relationship of part-time non-executive chairs and full-time chief executives. This paper explores this relationship in 14 UK public bodies, based on in-depth interviews with chairs, chief executives and, as triangulation, audit committee chairs. The findings concern the negotiated differentiation of roles; the effects of the chief executive's separate authority as accounting officer on internal governance; the management of external stakeholders; and how crises can affect roles and relationships. Improved processes of training and mentoring are proposed.

Date: 2015
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DOI: 10.1080/09540962.2015.1047266

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