Corporate
boards are under fire. Investors, government
agencies, communities, and employees are
scrutinizing boards' performance and challenging
their decisions like never before-and it
is likely this attention will only increase.
How will the boards governing organizations
in the twenty-first century change their
practices and align their principles to satisfy
those to whom they are accountable? The answer-say
leadership and corporate governance experts
Jay Conger, Edward Lawler, and David Finegold-lies
in a dynamic and comprehensive set of practices
and behaviors that make a board effective
as a group.
In
Corporate Boards, the authors explore the
roles that corporate governance will play
in the twenty-first-century organization
and identify the key practices that make
a board effective. Questioning the long-held
assumption that boards are solely responsible
to shareholders, the authors propose that
the focus of judging a board's success should
move from a share- holder to a stakeholder
point of view. The authors then go well beyond
the issue of board accountability; they examine
boards from a group and organizational effectiveness
perspective and propose a framework that
centers on what really influences effective
governance behavior-information, knowledge,
power, rewards, and opportunity.
Corporate
Boards is filled with helpful lists of best
practices and sample evaluation forms for
CEOs and board members, and the book draws
on extensive survey data from more than one
thousand directors of publicly traded Fortune
1000 firms. This comprehensive analysis provides
a unique mix of tools, best practices, applied
theory, and research that boards can use
to benchmark their progress.
Buy
this book at amazon.com
