Abstract
One of the most interesting aspects of the chairman role is that it means different things to different people. In the course of our research we heard many different points of view. Yet everybody we spoke to agreed on one point: to realize a sustainable future, business performance has to be matched by sound governance. A company must not only act ethically, it must also be seen to act ethically. That is as it should be.
There’s a clear distinction between the role of management and the role of the board. That distinction is critically important because the chief executive needs to know that he’s got a clear mandate to manage the business and also understands what accountabilities he has back to the chairman.
Ray Webster, former CEO, easy Jet
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Notes
For further information on the chairman-CEO relationship, read A. Kakabadse, N. Kakabadse, and R. Barratt (2006), “Chairman and chief executive officer (CEO): that sacred and secret relationship,” Journal of Management Development, 25(2), pp. 134–150.
For further information on discretionary leadership, see A. Kakabadse and N. Kakabadse (1999), Essence of Leadership, London: International Thomson.
Quoted in John Gray, “Who’s the boss?,” Canadian Business, 79(21), pp. 15, 213, IC, October 23, 2006.
For further information on vision and visioning, see N. Kakabadse, A. Kakabadse, and L. Lee-Davies (2005), “Visioning the pathway: a leadership process model,” European Management Journal, 23(2), pp. 237–246.
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© 2008 Andrew Kakabadse and Nada Kakabadse
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Kakabadse, A., Kakabadse, N. (2008). Delineating boundaries. In: Leading the board. Palgrave Macmillan, London. https://doi.org/10.1057/9780230589667_2
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DOI: https://doi.org/10.1057/9780230589667_2
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