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Influencing outcomes

In: Leading the board

Author

Listed:
  • Andrew Kakabadse

    (Cranfield University’s School of Management
    The Garvin School of International Management)

  • Nada Kakabadse

    (University of Northampton Business School
    Cranfield School of Management)

Abstract

When we interviewed him, Viscount Davignon referred frequently to the different perspectives offered by his colleagues on the board. He was aware of and had respect for their views. Views require airing. The wisdom and experience of each board member needs capturing. Showing respect for each director’s independence while at the same time harnessing the range of opinions expressed into a cohesive contribution requires personal sensitivity. It also requires the clarity of mind to work towards desired outcomes. The fourth discipline of the effective chairman is the skill of influencing in order to realize particular goals. That is the focus of this chapter.

Suggested Citation

  • Andrew Kakabadse & Nada Kakabadse, 2008. "Influencing outcomes," Palgrave Macmillan Books, in: Leading the board, chapter 0, pages 91-112, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-58966-7_5
    DOI: 10.1057/9780230589667_5
    as

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