So, are two heads better than one? Behind the veil of the CEO and chairman relationship

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

In the UK, publicly listed firms are now used to the pressure of splitting the roles of chief executive and chair, with even the most curmudgeonly of the Old Guard such as Morrison's Supermarkets bowing to demand and making succession plans that allow the dual roles. While there has been much debate, especially in various UK reports such as Cadbury and Higgs, about why companies should adopt such a duality, there has been little research into what the effect on performance of the Board is, how the two people in charge operate, and what this might entail for the US where the split is much more rare.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/ value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2006), "So, are two heads better than one? Behind the veil of the CEO and chairman relationship", Strategic Direction, Vol. 22 No. 11, pp. 19-21. https://doi.org/10.1108/02580540610708743