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Chairman and chief executive officer (CEO): that sacred and secret relationship

Chairman and chief executive officer (CEO): that sacred and secret relationship Purpose – To examine an under‐researched area, namely the dynamics of chairman‐CEO interrelationship and its effect on the enterprise. Design/methodology/approach – A qualitative methodology has been adopted through in‐depth interviews with chairmen, CEOs and non‐executive directors on the nature of chairman‐CEO interactions and their effects. Findings – Four critical themes form the basis of this paper, chairman's role and contribution, nature of chairman‐CEO relationship, impact of the chairman‐CEO relationship on board effectiveness and the attributes of an effective chairman. Practical implications – Enhances understanding of the determining influence of the chairman‐CEO dyad on board and organisational performance and also on the influence of formative context on this dyadic interaction. Originality/value – One of the few studies that has explored through in‐depth interviews the chairman‐CEO relationship. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

Chairman and chief executive officer (CEO): that sacred and secret relationship

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Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
0262-1711
DOI
10.1108/02621710610645126
Publisher site
See Article on Publisher Site

Abstract

Purpose – To examine an under‐researched area, namely the dynamics of chairman‐CEO interrelationship and its effect on the enterprise. Design/methodology/approach – A qualitative methodology has been adopted through in‐depth interviews with chairmen, CEOs and non‐executive directors on the nature of chairman‐CEO interactions and their effects. Findings – Four critical themes form the basis of this paper, chairman's role and contribution, nature of chairman‐CEO relationship, impact of the chairman‐CEO relationship on board effectiveness and the attributes of an effective chairman. Practical implications – Enhances understanding of the determining influence of the chairman‐CEO dyad on board and organisational performance and also on the influence of formative context on this dyadic interaction. Originality/value – One of the few studies that has explored through in‐depth interviews the chairman‐CEO relationship.

Journal

Journal of Management DevelopmentEmerald Publishing

Published: Feb 1, 2006

Keywords: Corporate governance; Chairmen; Chief executives; Boards of directors; Social dynamics

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