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

Listed author(s):
  • 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)

Registered author(s):

    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.

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    Paper provided by CIRIEC - Université de Liège in its series CIRIEC Working Papers with number 1005.

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    Date of creation: May 2010
    Handle: RePEc:crc:wpaper:1005
    Contact details of provider: Postal:
    Universit&eaucte; de Liège, Quartier Agora, Place des Orateurs 1, Bât. B33, bte 6, 4000 Liège

    Phone: 32/4/366 27 46
    Fax: 32/4/366 29 58
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    1. Wilson Ng, 2002. "Battle in the Boardroom: A Discursive Perspective," Journal of Management Studies, Wiley Blackwell, vol. 39(1), pages 23-49, January.
    2. 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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