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Boardroom Realities
Building Leaders Across Your Board
Jay A. Conger (Edited by), JA Conger (Author)
9780470391785, Wiley
Hardback, published 9 April 2009
544 pages, Drawings: 4 B&W, 0 Color; Tables: 22 B&W, 0 Color; Exhibits: 8 B&W, 0 Color
23.1 x 16 x 4.8 cm, 0.771 kg
Praise for Boardroom Realities "Authored by a 'who's who' roster of governance experts, Boardroom Realities covers the latest trends in board leadership and performance as well as talent management for the board and the C-suiteall critical topics for any director serious about board service today." "If leadership and effectiveness in the boardroom were important in a more benign environment, they're absolutely vital in today's tumultuous times. Boardroom Realities provides a modern and detailed road map to help steer chairmen, CEOs, and boards through these uncharted governance waters." "Jay Conger's Boardroom Realities offers a unique perspective on governance through leadership, rather than compliance, and should compel all directors to revisit the focus of board deliberations, especially at this time of unprecedented economic and financial turmoil." "Boardroom Realities is a very comprehensive compilation of useful insights on key issues that boards must deal with every day. It's an excellent resource for board members as well as members of management who must work together to ensure good governance on behalf of shareholders." "Jay Conger has collected critical insights and the latest thinking on board leadership from many of today's foremost governance thinkers. Boardroom Realities is a must for your board and for any comprehensive corporate governance library."
Kenneth Daly, president and CEO, National Association of Corporate Directors
Peter Weinberg, partner, Perella Weinberg Partners
Alison A. Winter, cofounder, WomenCorporateDirectors, and a corporate director for Nordstrom, Inc.
Ronald D. Sugar, chairman of the board and CEO, Northrop Grumman Corporation
Ralph D. Ward, publisher, Boardroom INSIDER, and author, The New Boardroom Leaders
About the Authors xiii Introduction: Leveraging Your Board’s Leadership Capability 1 Part One: Leadership in Your Boardroom 1. Leadership: The Key to Effective Boards 25 2. Why Your Board Needs a Non-Executive Chair 51 3. The Joint CEO/Chairperson Leadership Issue in Sharp Relief 69 4. First Among Equals: Leading Your Fellow Directors as a Board Chair 85 Part Two: Talent Management Practices for Your Board 5. Appraising Your Board’s Performance 123 6. Getting the Right Directors on Your Board 145 7. Women Directors in the Boardroom: Adding Value, Making a Difference 197 8. Your Board’s Crucial Role in Aligning CEO Pay and Performance 227 Part Three: CEO Succession: The Challenges and Opportunities Facing Your Board 9. Managing the CEO’s Succession: The Challenge Facing Your Board 253 10. Beyond Best Practices: Revisiting the Board’s Role in CEO Succession 277 11. Ending the CEO Succession Crisis 313 Part Four: Improving Your Board’s Performance and Impact 12. How Your Board Can Leverage Team Practices for Better Performance 337 13. What Your Board Needs to Know: Early Warning Signs That Provide Insight to What Is Really Going On in Companies 365 14. Globalizing the Company Board: Lessons from China’s Lenovo 401 Part Five: Conclusion 15. Conventional Wisdom, Conventional Mythology, and the True Character of Board Governance 445 Notes 469 Index 501
Jay A. Conger
Jay W. Lorsch
Jay A. Conger and Edward E. Lawler III
Dan R. Dalton and Catherine M. Dalton
Katharina Pick
Jay A. Conger and Edward E. Lawler III
Richard Leblanc
Sarah Smith Orr
Roger W. Raber
Joseph L. Bower
Mark B. Nadler
Ram Charan
Elise Walton
Sydney Finkelstein
Michael Useem and Neng Liang
Jeffrey A. Sonnenfeld and Andrew Ward
Subject Areas: Business & management [KJ]
