http://managingleadership.com/blog/2006/08/10/the-ceo-under-control/ The strategic role of the senior executive Thu, 20 Nov 2008 14:05:39 +0000 http://wordpress.org/?v=2.6.1 http://managingleadership.com/blog/2006/08/10/the-ceo-under-control/#comment-5860 Contemporary issues in the management of CEOs | Managing Leadership | Managing Leadership Mon, 12 May 2008 09:16:59 +0000 http://managingleadership.com/blog/2006/08/10/the-ceo-under-control/#comment-5860 [...] The CEO: just right [...] [...] The CEO: just right [...]

]]> http://managingleadership.com/blog/2006/08/10/the-ceo-under-control/#comment-2703 CEOs with too much freedome of action are a danger | Managing Leadership Tue, 08 Jan 2008 18:21:41 +0000 http://managingleadership.com/blog/2006/08/10/the-ceo-under-control/#comment-2703 [...] The CEO: just right [...] [...] The CEO: just right [...]

]]> http://managingleadership.com/blog/2006/08/10/the-ceo-under-control/#comment-46 Managing Leadership » The CEO: Learning to stand alone Wed, 23 Aug 2006 11:19:37 +0000 http://managingleadership.com/blog/2006/08/10/the-ceo-under-control/#comment-46 [...] I would argue that it is the latter, built on a flexible version of the former. The fundamental principle should be the primacy of the shareholders, expressed effectively through the board - its effectiveness arising not just from its power, but also from its composition. From this foundation, the relationship between the board and its hired management should be built on the sound construction and flexible application of a set of principles, similar to those discussed in a previous post, driven by board deliberation, although these decisions can and should be informed by a wide range of sources, including management. [...] [...] I would argue that it is the latter, built on a flexible version of the former. The fundamental principle should be the primacy of the shareholders, expressed effectively through the board - its effectiveness arising not just from its power, but also from its composition. From this foundation, the relationship between the board and its hired management should be built on the sound construction and flexible application of a set of principles, similar to those discussed in a previous post, driven by board deliberation, although these decisions can and should be informed by a wide range of sources, including management. [...]

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