Le tandem président - directeur général au sein de coopératives financières canadiennes : la compétence du leadership
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.
|Date of creation:||May 2010|
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- Wilson Ng, 2002. "Battle in the Boardroom: A Discursive Perspective," Journal of Management Studies, Wiley Blackwell, vol. 39(1), pages 23-49, January.
- 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.
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