A study of the role, contribution and performance of Australian directors

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dc.contributor.authorKakabadse, Andrew P.
dc.contributor.authorKakabadse, Nada K.
dc.contributor.authorPumphrey, David
dc.contributor.authorMyers, Andrew
dc.date.accessioned2009-12-14T11:29:48Z
dc.date.available2009-12-14T11:29:48Z
dc.date.issued2008-04
dc.description.abstractThere is general consensus that Chairmen are trustworthy individuals of integrity. The openness and mutual respect in their relationships with CEOs and MDs is ranked highly by all Board members and their commitment to organisational goals is valued. Nevertheless, there is a perception, particularly among Deputy Chairmen, that Chairmen seek insufficient feedback on their own performance. Similarly, Deputy Chairmen see Chairmen as being illdisciplined, suggesting that there is room for improvement around the area of internal governance.en_UK
dc.identifier.citationAndrew Kakabadse, Nada Kakabse, David Pumphrey and Andrew Myers. A study of the role, contribution and performance of Australian board directors. Cranfield University School of Managementen_UK
dc.identifier.urihttp://hdl.handle.net/1826/4070
dc.language.isoenen_UK
dc.publisherCranfield University School of Managementen_UK
dc.relation.ispartofseriesChairman and the Boarden_UK
dc.titleA study of the role, contribution and performance of Australian directorsen_UK
dc.typeReporten_UK

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