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The role of the Company secretary
- Publisher
- Emerald Publishing
- Copyright
- Copyright © Emerald Group Publishing Limited
- ISSN
- 1746-5680
- DOI
- 10.1108/SBR-04-2016-0023
- Publisher site
- See Article on Publisher Site
Abstract
PurposeThis paper aims to present the outcomes from 40 one-to-one semi-structured interviews and 12 focus group sessions with company secretaries, chairmen, CEOs, chief financial officer (CFOs), senior independent director (SIDs) and NEDs, about the role of the company secretary.Design/methodology/approachLukes’ (1974, 2005) third dimension of power is engaged in thematic analysis of this strategic leadership role and its contribution to Board effectiveness.FindingsThe findings identify “discretionary capacity” as being critical to effective role contribution.Research limitations/implicationsWhilst the inquiry included international participants, e.g. multi-national Board members and company secretaries, it was conducted within the UK.Practical implicationsHaving a range of discretion is particularly necessary at this time, when the new governance regime is broadening its demands on the role of the company secretary to interact with wider stakeholders.Social implicationsBetter Board effectiveness is critical to broader sustainability of business in society.Originality/valueAn emergent model of the company secretary role is offered as a tool for building discretionary capacity, based on key technical, commercial and social characteristics, in their contexts – understood together as “Breadth” and “Majesty”. Breadth establishes a competency, whereas majesty, the refined high-level social qualities. This study concludes that the company secretary role is highly dependent on the preferences of the chairman, in enabling them to make an effective contribution to the Board.
Journal
Society and Business Review – Emerald Publishing
Published: Oct 10, 2016