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Making the governance of public bodies work: chair-chief executive relationships in practice

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  • David Heald
  • David Steel

Abstract

The importation, over the past 30 years, of private sector governance mechanisms into public sector bodies at arm's-length from government has brought greater focus on the relationship of part-time non-executive chairs and full-time chief executives. This paper explores this relationship in 14 UK public bodies, based on in-depth interviews with chairs, chief executives and, as triangulation, audit committee chairs. The findings concern the negotiated differentiation of roles; the effects of the chief executive's separate authority as accounting officer on internal governance; the management of external stakeholders; and how crises can affect roles and relationships. Improved processes of training and mentoring are proposed.

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  • David Heald & David Steel, 2015. "Making the governance of public bodies work: chair-chief executive relationships in practice," Public Money & Management, Taylor & Francis Journals, vol. 35(4), pages 257-264, July.
    • Handle: RePEc:taf:pubmmg:v:35:y:2015:i:4:p:257-264
    DOI: 10.1080/09540962.2015.1047266
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    Cited by:

    1. Heald, David & Steel, David, 2018. "The governance of public bodies in times of austerity," The British Accounting Review, Elsevier, vol. 50(2), pages 149-160.
    2. Horan Aidan & Mulreany Michael, 2020. "Corporate governance in the public sector: Reflections on experience in Ireland," Administration, Sciendo, vol. 68(4), pages 121-144, December.

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