دانلود کتاب LEADING A BOARD chairs practices across europe.

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Acknowledgments Introduction to the Second Edition Contents Notes on Contributors List of Figures List of Tables 1 Work of a Chair in Europe: Context, Content and Evolution A Brief History of Chairing the Board in Europe The Chair’s Work in Context The Three Main Roles of the Chair Leading the Board Relationships with the CEO and Management Relationships with Shareholders Summary References 2 The United Kingdom: Indirect Leadership The Chair’s Work in Context Existing Research UK Culture and Board Chairs Data UK Chairs: Principal Challenges and Practices Relationships with Shareholders Managing Difficult Board Members Board Dynamics Pre-meeting Leading a Meeting Post-meeting Relationship with CEO and Management Other Challenges and Practices The COVID-19 Challenge Chair Succession “Regulatory Mountains” and Strategic Focus Summary: A Profile of the Chair in the UK References 3 The Netherlands: Nudging Towards a Consensus The Chair’s Work in Context Existing Research The Netherlands Culture Map Data Priorities for Dutch Chairs Relationships with Shareholders Relationships with the CEO and Management Ensuring Good Relationships Between Board Members Making Good Collective Decisions Pre-meeting Leading the Meeting Post-meeting Board Evaluations What Else Do Chairs Do? How Do Chairs Learn? Diversity in the Boardroom The Impact of Technology, Digitalization, and Cybersecurity Trends and Predictions Summary References 4 Switzerland: Diplomacy and Diversity The Chair’s Work in Context Switzerland Culture Map Existing Research Data Challenges and Practices Relationships with Shareholders Recruiting Board Members Facilitating Effective Board Discussions Insignificant Time Commitment from Board Members Diversity in Board Members’ Backgrounds Informational Asymmetry with the CEO and Management Relationships with the CEO and Management Relationships with External Stakeholders Chair Succession Learning Managing COVID-19 Summary References 5 Denmark: Attentive Master of the Boardroom The Chair’s Work in Context Denmark Culture Map Existing Research and Hypotheses Data The Work of a Chair: The Incumbent’s View Relationships with Shareholders Leading the Board Pre-Meeting In-Meeting Post-Meeting Managing Difficult Board Members Working with Employee Representatives on the Board Relationships with the CEO and Management Chair Succession Summary References 6 Sweden: Proactive Chairs Engaging Stakeholders The Chair’s Work in Context Research Hypotheses, Methodology and Data The Roles of a Board Chair in Sweden Chair–Shareholder Relationships Leading the Board Outside of the Boardroom In the Boardroom Chair–CEO Relationships Chair Succession Board Chairs in Sweden: Today and Tomorrow References 7 Norway: Guardians of Trust The Chair’s Work in Context Research Hypotheses The Role of a Chair in Norway Relationship with Shareholders Enabling the Board Before the Meeting During the Meeting After the Board Meeting Managing Difficult Board Members Chair–CEO Relations Technology Chair Succession What Makes a Chair Effective in Norway? How Will the Chair’s Work Evolve? References 8 Finland: Powerful Downplay The Chair’s Work in Context Research Hypotheses and Methodology The Roles of a Board Chair in Finland Chair–Shareholder Relationships Leading the Board Tandem Governance: The Chair–CEO Collaboration Chair Succession What Makes a Chair Effective? Board Chairs in Finland: Today and Tomorrow References 9 Smooth Operator: The Chair as the Drive Belt of the German Governance System The Chair’s Work in Context Existing Research Germany Culture Map Data Work of the Chair Through the Eyes of Respondents Relationships with Shareholders Relationships with External Stakeholders Leading the Board Pre-meeting In-meeting Post-meeting Managing Difficult Board Members Interactions with Employee Representatives on the Supervisory Board Relationships with the CEO and Management Being a Chair—A Lifelong Learning Process The COVID-19 Challenge New Challenges Chair Succession Summary References 10 Chairs in France: Conducting a Grand Orchestra The Chair’s Work in Context Corporate Governance in France—Framework for the Chair’s Work Role and Authority of a Board Chair: Regulatory Prescriptions French Culture and the Work of the Chair Existing Research Methodology and Sample Role and Functions of a Board Chair: Tradition and Change The Chair as the Orchestrator of the Governance System Leading a Board The CEO’s Senior Sparring Partner Representing the Board in Relationships with Shareholders and Other Stakeholders Success and Succession What Makes a Chair Effective? Future Evolution of the Chair’s Work in France References 11 Italy: Alignment for Effectiveness The Chair’s Work in Context Existing Research Italy Culture Map Data Relationships with Shareholders Relationship with the CEO and Management Leading the Board Managing Difficult Board Members Relationships with External Stakeholders Chair Succession Diversity Climate Change and Sustainability Digitalization Covid-19 Summary References 12 Spain: From Honoured Authorities to Articulators of Expectations The Chair’s Work in Context Spain Culture Map Existing Research Data The Views of Chairs on Their Role and Involvement in the Firm The Chair’s Relationship with Shareholders Management of Board Meetings Before the Meeting During the Meeting After the Meeting Chairs and Board Committees Chair–CEO Relationships Other Challenges and Practices Board Evaluation The Chair’s Role in Board Member Nomination and Dismissal Relationships with Non-Shareholding Stakeholders Changes in the Chair’s Role References 13 Ukraine: Navigating the Maze The Chair’s Work in Context National Culture and the Work of the Chair Research Sample Types of Chairs in Ukraine The Work of a Chair Defining the Role Leading a Board During the Meeting Post-meeting Relationship with the CEO Relationships with Shareholders Chair Succession COVID-19 and Its Impact What Makes a Chair Effective in the Ukrainian Context Summary References 14 Turkey: Between Traditional and Modern Leadership The Chair’s Work in Context Existing Research Turkey Culture Map Data Chairs in Turkey: Key Challenges and Practices Relationships with Shareholders Board Dynamics Collaboration Outside the Boardroom Managing Difficult Board Members Board Evaluation Relationships with the CEO and Management Chairs’ Development and Succession Profile of the Chair in Turkey Adapting During the COVID-19 Pandemic The Future References 15 Russia: Powerful Moderation The Chair’s Work in Context Existing Research Russia Culture Map Data Russian Chairs: Global Challenges and Practices Relationships with Shareholders Board Dynamics Pre-meeting Leading the Meeting Post-meeting Managing Conflict Within the Board Relationships with the CEO and Management Other Challenges Covid-19 Summary Trends for the Next Five Years References 16 “Top Fives” of Chairing a Board in Europe The Five Most Common Practices in Europe The Five-Plus-One Most Important Traps to Avoid Five Attributes that Make a Chair Effective Fourteen Original Practices Five Learning Strategies for a Board Chair References 17 The Future Role of the Chair in Europe Chair Attributes: Who Will Occupy the Role Over the Next Decade? Four Key Factors Shaping the Role of the Chair Shareholder Activism, Stakeholder Engagement and Sustainability More Frequent and More Complex Business Disruptions Technology: How Will It Change the Way the Chair Works? Shaping Corporate Culture Conclusion References Appendix A: Research Methodology and Data Collection Appendix B: Chairs’ Challenges and Practices Index