Corporate Boards: New Strategies for Adding Value at the Top

Overview

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 ...

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Overview

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 shareholder 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. The Authors Jay A. Conger is professor of organizational behavior at the London Business School and senior research scientist at the University of Southern California's (USC) Center for Effective Organizations. He is the author or coauthor of nine books, including Building Leaders (1999) and The Leader's Change Handbook (1998), both from Jossey-Bass. Edward E. Lawler III is director of the Center for Effective Organizations at USC and professor of management and organization in the USC Marshall School of Business. He has been named one of the country's leading management experts by Business Week magazine. David L. Finegold is associate research professor at the Center for Effective Organizations. His research focusing on the impact of the Internet on firms and their relationship with employees will be featured in Net-Enabled, a forthcoming book with Jossey-Bass.

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Editorial Reviews

From the Publisher
"The most comprehensive analysis of board practices available.Research results and real world examples that will help CEOs anddirectors build the corporate boards of the future. Effectivelycombines thoughtful analysis with action steps that make governancepractices come alive." —Rich Teerlink, chairman and CEO (retired),Harley Davidson

"This lastest book by the team of Conger, Lawler, andFinegold-which draws from Korn/Ferry's ongoing research on thepolicies and practices of corporate America's largest boards-is acomprehensive, thoughtful examination of the challenges faced byboards today, and what they can do to become more effective inmeeting the needs of their diverse stakeholders. This is a valuabletool for anyone who now serves on a board-or is interested inlearning more about the responsibilities inherent in assuming adirectorship role." —Richard M. Ferry, chair, Korn/FerryInternational

"A defining piece of work in the emerging field of corporategovernance. Based on solid and comprehensive research, the authorshave provided a balanced and thoughtful road map for enhancingboard effectiveness. Every CEO in the country should read this bookand keep it on his or her desk." —David A. Nadler, chairman,Mercer Delta Consulting

"The single best, data-based book on corporate goverance. Should berequired reading for every senior executive and board member."—Warren Bennis, Distinguished Professor of Business AdministrationUniversity, of Southern California, and author of Managing theDream

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Product Details

Meet the Author

JAY A. CONGER is professor of organizational behaviort at the London Business School and senior research scientist at the University of Southern California's (USC) Center for Effective Organizations. He is the author or coauthor of nine books, including Building Leaders (1999) and The Leader's Change Handbook (1998), both from Jossey-Bass. EDWARD E. LAWLER is director of the Center for Effective Organizations at USC and professor of management and organization in the USC Marshall School of Business. He has been named one of the country's leading management experts by Business Week magazine. DAVID L. FINEGOLD is associate research professor at the Center for Effective Organizations. His research focusing on the impact of the Internet on firms and their relationship with employees will be featured in Net-Enabled, a forthcoming book with Jossey-Bass.

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Table of Contents

WHAT SHOULD BOARDS DO?

Critical Boards Activities.

Attributes of High Performance Boards.

PRINCIPLES AND PRACTICES FOR EFFECTIVE BOARDS.

Board Membership.

Board Leadership.

Information for High Performance Boards.

Evaluating the CEO.

Evaluating and Rewarding the Board?: Performance.

BOARDS IN THE FUTURE.

Governing in the Age of the Internet.

To Whom Are Boards Accountable?

Redesigning the Board: New Governance Forms.

Conclusion.

Appendix: Research Background.

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