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Le tandem président - directeur général au sein de coopératives financières canadiennes : la compétence du leadership

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  • Michel SEGUIN

    () (Université du Québec à Montréal, Chaire de coopération Guy-Bernier, Canada)

  • Sylvie GUERRERO

    () (Université du Québec à Montréal, Chaire de gestion des compétences, Canada)

Abstract

This communication presents a case study about the board members’ perceptions of the relationship between the CEO and the board president. The leadership style is identified as one specific feature of the CEO-board president’s relationship by the directors who were interviewed in the case study. To test this hypothesis, we led a survey among 595 directors. Our findings confirm that the president- and the CEO’s leadership styles are significantly related to the perceived quality of their relationship. The dimension of ‘relational transparency’ is significant for the president’s style of leadership, while that of ‘self-conscience’ is significant for the CEO’s style of leadership.

Suggested Citation

  • Michel SEGUIN & Sylvie GUERRERO, 2010. "Le tandem président - directeur général au sein de coopératives financières canadiennes : la compétence du leadership," CIRIEC Working Papers 1005, CIRIEC - Université de Liège.
  • Handle: RePEc:crc:wpaper:1005
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    1. David Finegold & George S. Benson & David Hecht, 2007. "Corporate Boards and Company Performance: review of research in light of recent reforms," Corporate Governance: An International Review, Wiley Blackwell, vol. 15(5), pages 865-878, September.
    2. Wilson Ng, 2002. "Battle in the Boardroom: A Discursive Perspective," Journal of Management Studies, Wiley Blackwell, vol. 39(1), pages 23-49, January.
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