In defense of the individual: the CEO as board chairperson

Catherine M. Dalton (The David H. Jacobs Chair of Strategic Management, Editor of Business Horizons, and Research Director of the Institute for Corporate Governance in the Kelley School of Business, Indiana University.)
Dan R. Dalton (Director of the Institute for Corporate Governance and Harold A. Poling Chair of Strategic Management in the Kelley School of Business, Indiana University.)

Journal of Business Strategy

ISSN: 0275-6668

Publication date: 1 December 2005

Abstract

Purpose

Looks at group decision making by Boards and impact of diversity on effectiveness.

Findings

Extensive research fails to demonstrate the superiority of the separate board leadership structure. Other factors supersede the need for independence where board leadership is concerned. There is no substitute for a single strong leader who is accountable.

Practical implications

Provides executives with information on important factors to consider when determining board structure.

Originality/value

Of particular value to CEOs and other board members

Keywords

Citation

Dalton, C. and Dalton, D. (2005), "In defense of the individual: the CEO as board chairperson", Journal of Business Strategy, Vol. 26 No. 6, pp. 8-9. https://doi.org/10.1108/02756660510632966

Download as .RIS

Publisher

:

Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited

Please note you might not have access to this content

You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account.
If you would like to contact us about accessing this content, click the button and fill out the form.
To rent this content from Deepdyve, please click the button.