The Appropriate Board Chair: A Reality Check

Abigail Levrau and Lutgart Berghe

Chapter 9 in How to Make Boards Work, 2013, pp 268-291 from Palgrave Macmillan

Abstract: Abstract Already two decades ago, Parker (1990: 42) concluded in his influential work on the chairmen of UK companies that the role of the board chair ‘has become increasingly demanding as the corporate environment has become increasingly complex and internationally competitive’. This statement sets the tone for what occurred in the years that followed. Many corporate scandals and especially the global financial crisis have triggered society at large to be more attentive and critical towards the performance of boards. In addition, corporate governance codes are strengthened in order to empower the board of directors in carrying out their duties and to protect long-term shareholder wealth. The public scrutiny as well as the corporate governance reforms put exponentially more pressure on boards and their chairmen.

Keywords: Corporate Governance; Board Member; Board Meeting; Corporate Governance Code; Board Chair (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-27570-7_10

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DOI: 10.1057/9781137275707_10

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