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Who's Really in Charge? Why Non-Executive Chairmen Keep Running into TroubleSimon C. Y. WongNorthwestern University School of Law; London School of Economics; McKinsey & Co. Inc. Conference Board Review, pp. 56-59, Fall 2010 Abstract: Over the past decade, a growing proportion of US companies have separated the roles of chairman and CEO. The split leadership model, however, has not worked successfully at all firms. This article argues that insufficient attention to the human dimension - in particular, individual mindset, management style, and human dynamics issues - may have contributed to the recent unraveling of the split leadership model at American International Group and General Motors. The article also explores why separation of chairman and CEO positions is working more smoothly at UK firms.
Number of Pages in PDF File: 4 Keywords: Separation of Chairman and CEO Roles, Board of Directors, Leadership JEL Classification: D23, G34 Date posted: October 3, 2010 ; Last revised: October 5, 2010Suggested CitationContact Information
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