The Character of Leadership & Governance: Board Culture, Succession, and CEO Leadership

2005 ◽  
Author(s):  
Jeff Sonnenfeld
Keyword(s):  
Ceo Leadership ◽  
Board Culture

scholarly journals Revolution From Above? Female Directors’ Equality-Related Actions in Organizations

2021 ◽  
pp. 000765032110018
Author(s):  
Anja Kirsch
Keyword(s):  
Gender Equality ◽  
Organizational Context ◽  
Key Factors ◽  
Organizational Settings ◽  
Female Directors ◽  
Board Processes ◽  
Supervisory Boards ◽  
German Stock ◽  
Board Culture ◽  
Informal Settings

Drawing on interviews with women and men who serve on the supervisory boards of German stock-listed companies, this qualitative study examines why some female directors seek to augment gender equality in their organizations while others do not. Those who take action do so both in formal board processes and in informal settings. A sense of belonging to women as a social group and a sense of responsibility for women in the organization are key factors in explaining why some female directors contribute to gender equality. In addition, the study highlights the relevance of a board culture supportive of gender equality and positive expectations by other organizational members about female directors’ role in advancing gender equality. Board chairs influence how supportive female directors perceive the organizational context to be. Where the organizational context is not seen as supportive, those who take equality-related action anyway are experienced directors. Surprisingly, the presence of other women on the board does not appear to be related to whether or not female directors take action. Examining female directors’ actions and paying close attention to both their identities and their specific organizational settings shows how the interplay between social identity and situational opportunities and constraints affects board behavior.

scholarly journals CEOs And Managerialism, Success Trap, Blind Trust, And Global Mindset: Introducing The Individual Vigilance/Social Experimentation Framework

2011 ◽  
Vol 4 (12) ◽  
Author(s):  
Jacqueline Fendt
Keyword(s):  
Empirical Study ◽  
Chief Executive ◽  
Global Mindset ◽  
Ceo Leadership ◽  
External Stakeholders ◽  
Conflicting Interests ◽  
Social Experimentation ◽  
The Individual ◽  
And Coping

This ten-year empirical study explores the nature of Chief Executive (CEO) leadership and coping in post-merger situations. Executives’ need to manage multiple organizational realities and various groups of internal and external stakeholders, often representing conflicting interests, whereby four separate albeit interrelated concepts come into play, namely managerialism (vs. leadership), the liabilities of success (success trap), excess of trust (blind trust) and global mindset. The paper purports that these concepts can be understood as functions of the degree of individual vigilance and social experimentation that a leader applies to the task at hand and introduces the individual vigilance/social experimentation framework.

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