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The purpose of this paper is to examine the impact of high‐level‐executives joining the Board of another US company on the shareholder wealth of the firms in which these executives work.

The “event‐study” methodology is used first to estimate the shareholder effects and then, through multivariate regression analysis, establish a relationship of these effects with executive characteristics.

The paper documents that the abnormal return becomes more positive the closer the executive is to retirement and more negative as the number of other corporate Boards the executive already sits on increases. Unlike previous research, it is not found that prior performance of the employing company helps explain the cross‐sectional variation in the announcement day abnormal returns.

The result supports the concerns of shareholder activists that key executives joining the Boards of other companies do their home shareholders a disservice by being spread too thin. It supports the hypothesis that investors interpret a CEO joining the Board of another firm as value decreasing.

The paper provides a link between managerial labor and shareholder wealth. Important and high‐level‐executives, while attempting to enhance their own personal benefits by joining other Boards, can destroy shareholder value of the company for which they work.

The purpose of this paper is to investigate the nature of advice that the remuneration consultants offer to the companies on executive pay. It explores how the advice offered affects the level of executive remuneration. Furthermore, it investigates whether the nature of advice offered forms part of the reasons why remuneration consultants have been criticised to be correlated with high executive pay.

This paper analysis the data obtained from interviewing remuneration consultants from prominent consultancy firms that operate in the UK and the USA.

This paper demonstrates that remuneration consultants’ advice on executive remuneration is not always objective. The nature of advice depends on whether the consultants have a balance of portfolio of companies (self-interest) or whether they have the courage to stand up to confrontations from the executives (fear of executives). This study shows that the purpose of using remuneration consultants in advising on executive remuneration is defeated. Also, the practice pushes up pay levels.

The research focused on large consultancy firm operating in the UK and/or the USA. Access to the participants was very difficult due to their busy schedules.

This paper demonstrates the effect that lack of best practice on benchmarking is partly responsible for the high executive pay levels.

This paper will inform companies on the nature of advice that remuneration consultant’s offer and its effect on pay levels. Secondly, it will provide the shareholders with vital information they require to vote on remuneration policy in the annual general meeting.

This paper demonstrates the effect that lack of best practice on benchmarking is partly responsible for the high executive pay levels. This paper will inform companies on the nature of advice that remuneration consultant’s offer and its effect on pay levels. Secondly, it will provide the shareholders with vital information they require to vote on remuneration policy in the annual general meeting. Lastly, it informs policymakers on the grey areas of practice that requires best practice.

Postulates that successful executives are those who continue to learn and to challenge themselves throughout their careers, thereby extending their own careers as well as leading their organizations. Illustrates how a 360 evaluation of an executive’s competencies and behaviors, coupled with professional feedback, can enable an executive to gauge his or her current effectiveness and point the way to beneficial career development strategies.

The purpose of this paper is to improve the transition process for key senior executives.

The paper is based on over 25 years of observations regarding effective and ineffective executive transitions.

The author identifies five critical components of successful executive transition: surface and eliminate false assumptions; appoint a transition coordinator; develop a transition plan with the new executive; develop a transition plan with the executive team; and review the plan and metrics with all stakeholders while making any changes needed. The author also points out important transition milestones to be observed in a successful transition; The new executive should assess and choose his team, assess the new organization, articulate a vision for the future and establish open, two‐way communications.

This paper is of value to C‐level executives responsible for hiring staff, senior HR staff and new executives.

A revised Combined Code on corporate governance was introduced in the UK in 2003 which set out a number of new provisions relating to the composition of the company's Board of Directors and its main Committees. The Code gives greater prominence to the role of non‐executive directors in a company's corporate governance structures and decision‐making processes. This paper examines the main provisions of the Code relating to non‐executive directors and the emphasis it places on the importance of non‐executives being “independent”.

The paper discusses the main issues concerning the effectiveness of non‐executive directors, drawing in part of the evidence provided by a sample of large UK companies.

Most companies “comply” with the Code's requirements relating to non‐executive directors and endorse the positive contribution they make to Board and Committee work.

Considers the pros and cons of the role of non‐executives and the issue of what constitutes “ independency”.

This is one of the first papers to examine the provisions of the new Code relating to non‐executive directors.

Describes a survey, undertaken by the Nolan Norton Institute in mid‐1995, of Australia’s senior IT (information technology) ranks. The objective of the survey was to gain a better understanding of the continent’s senior IT executives. The results show a grim reality for many of the region’s chief information officers. Australian IT executives are striving for recognition. Compared to their overseas counterparts, they rank lower in their respective organizations, do not report directly to their chief executive officers and are not members of their executive committees. Given these factors, the “senior executive” label seen as most descriptive of the role may be a bit of wishful thinking. Concludes that Australian IT executives’ roles are evolving from a traditional project‐oriented focus to a strategic decision‐making responsibility. IT executives would like to see their role in the organization elevated, giving them more “clout”, stature and visibility, as has increasingly been the case in North America and the UK. Once these issues have been addressed, the Australian IT executive can concentrate on building the management practices and focusing on strategic goals.

The purpose of this paper is to explore and analyze the differences in organizations that choose to have a sales executive versus a marketing executive on the leadership team.

Our study examined 315 marketing and sales executives across 246 US firms taken from the S & P 1500.

Our findings suggest that the company choice of marketing or sales executive positions is driven by its customer base, branding strategy, investment in product development, and industry. The choice of executive is also associated with its firm valuation and cash flow performance.

Further research might want to examine companies that include both a sales and marketing executive as part of the leadership team and explore industry characteristics and customer base surrounding that decision.

Research has looked at the relationship between the marketing and sales functions but has rarely taken into account the performance of companies that emphasize sales and/or marketing leadership in its executive team. This paper analyzes the differences in organizations that choose among marketing versus sales executives or an executive overseeing the dual sales and marketing function.

Focuses on a methodology by which executive development needs can be identified. Stresses executive development as being distinctly different from management training in that executive development addresses more visionary and abstract elements, whereas management training tends to focus on functionality to increase productivity and efficiency. Presents the need to investigate thoroughly and examine the organization′s origin, culture, current business and operational environment, mission statement, goals and objectives, operational and personnel policies, structure, and employee attitudes in order to develop a meaningful approach to assess executive development needs. Additionally, discusses techniques for implementing an assessment along with specific recommendations regarding the planning necessary to conduct the project successfully. Concludes with some guidelines for conducting executive development courses and summarizes the trend towards integrating executive development into the organization′s competitive strategy.

The purpose of this research study was to obtain healthcare executives’ perspectives on diversity in executive healthcare leadership. The study focused on identifying perspectives about diversity and its potential impact on the access of healthcare services by people of color. The study also identified perspectives about factors that influence the attainment of executive healthcare roles by people of color.

A convenience sample of healthcare executives was obtained. The executives identified themselves as belonging to one of two subgroups, White healthcare executives or executives of color. Participants were interviewed telephonically in a semi-structured format. The interviews were transcribed and entered into a qualitative software application. The data were codified and important themes were identified.

The majority of the study participants perceive that diversity of the executive healthcare leadership team is important. There were differences in perspective among the subgroups as it relates to solutions to improve access to healthcare by people of color. There were also differences in perspective among the subgroups, as it relates to explaining the underrepresentation of people of color in executive healthcare leadership roles.

This research effort benefited from the subject matter expertise of 24 healthcare executives from two states. Expansion of the number of survey participants and broadening the geographical spread of where participants were located may have yielded more convergence and/or more divergence in perspectives about key topics.

The findings from this research study serve to add to the existing body of literature on diversity in executive healthcare leadership. The findings expand on the importance of key elements in contemporary literature such as diversity, cultural competency and perspectives about the need for representation of people of color in leadership roles that guide healthcare policy and access. This study connects contemporary literature to perspectives of executives in the field and offers practical solutions to improving the representation of people of color in executive healthcare leadership roles.

The recommendations offered as a result of this research effort serve to create awareness of the challenges that people of color face in career attainment. Although the process of increasing the representation of people of color in executive healthcare leadership will be a complex task that will involve a number of players over the course of several years, this study serves to provide a practical roadmap with actionable tactics that can be deployed.

This paper is an extension of the work that was done by the author during the course of completing the program requirements for the author’s doctoral program. The findings were previously discussed in the author’s dissertation. The value of these findings is significant because they validate some of the topics in contemporary literature with the perspectives of practicing healthcare executives. This study is also unique from other studies in that it offers a long-term plan to increase the representation of people of color in executive roles by creating an early disposition toward executive level roles and identifies a number of practical steps toward that end.

Executive presence is demonstrated by leaders who achieve high performance while doing it the right way. Research conducted by The Institute for Level Six Leadership at the University of Kansas and the United States Air Force Academy has shown that leadership skills can be acquired and developed. Leaders who are able to connect the ends of continuums such as action and thinking, the abstract and the concrete, and the theoretical and the practical experience heightened judgement, stronger character and greater emotional maturity within themselves and their followers. Four components of executive presence are identified in the paper:1. Successful track record2. Establishing trust through high performance3. Self‐management skills4. Relationship management skills.Using the Level Six Leadership concept as a foundation, seven American executives were interviewed on the topic of executive presence. Executives served in both the private and public sectors and it appears that executive presence can be developed in both segments of management.