Drama filled headlines are not changing the realities of the CEO-board relationship

Despite the prominence of recent headline-making Fortune 500 boardroom clashes, the majority of CEOs value the input and support of their board of directors. One needs only to think of the post-merger shakeup at Duke Energy or the CEO rotations at Hewlett-Packard to understand the media allure of in...

Full description

Saved in:
Bibliographic Details
Published in:The Corporate Governance Advisor 2012-09, Vol.20 (5), p.32
Main Author: Saporito, Thomas J
Format: Article
Language:English
Subjects:
Boards of directors
Chief executive officers
Computer industry
Electric utilities
Leadership
Loneliness
Polls & surveys
Shareholder relations
Succession planning
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:Despite the prominence of recent headline-making Fortune 500 boardroom clashes, the majority of CEOs value the input and support of their board of directors. One needs only to think of the post-merger shakeup at Duke Energy or the CEO rotations at Hewlett-Packard to understand the media allure of internal corporate dramas. Given the surrounding media attention, it is easy to envision the boardroom as a place of barely-contained tensions and ticking clocks. While boardscan be rendered less than effective by unique personalities and nuanced dynamics, they are also considered a solid resource by most CEOs. Indeed, according to the latest RHR International CEO Snapshot Survey, 90% of CEOs report having a good relationship with their directors. The challenges CEOs face offer a unique and necessary opportunity for directors and CEO to work together in setting goals and recalibrating strategy.
ISSN:1067-6163