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What Makes an Outstanding Chairman? Findings from the UK Non‐Executive Director of the Year Awards, 2006

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  • Victor Dulewicz
  • Keith Gay
  • Bernard Taylor

Abstract

This paper reports research conducted on detailed behavioural information from the UK Non‐Executive Director (NED) Awards 2006. The key findings were that outstanding Chairmen have a high level of integrity, showing high ethical standards in their own behaviour, as well as providing a lead on corporate governance matters. They promote investors' confidence and ensure high returns to investors. They spend significant time mentoring, developing and advising their colleagues, are team builders, are empathetic and very effective. They encourage contributions from fellow directors and achieve consensus yet they challenge and probe colleagues, especially the executive directors. They have an acute critical faculty and a critical thinking ability.

Suggested Citation

  • Victor Dulewicz & Keith Gay & Bernard Taylor, 2007. "What Makes an Outstanding Chairman? Findings from the UK Non‐Executive Director of the Year Awards, 2006," Corporate Governance: An International Review, Wiley Blackwell, vol. 15(6), pages 1056-1069, November.
    • Handle: RePEc:bla:corgov:v:15:y:2007:i:6:p:1056-1069
    DOI: 10.1111/j.1467-8683.2007.00630.x
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    References listed on IDEAS

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    1. Tracy Long & Victor Dulewicz & Keith Gay, 2005. "The Role of the Non‐executive Director: findings of an empirical investigation into the differences between listed and unlisted UK boards," Corporate Governance: An International Review, Wiley Blackwell, vol. 13(5), pages 667-679, September.
    2. Victor Dulewicz & Peter Herbert, 1999. "The Priorities and Performance of Boards in UK Public Companies," Corporate Governance: An International Review, Wiley Blackwell, vol. 7(2), pages 178-189, April.
    3. Cadbury, Adrian, 2002. "Corporate Governance and Chairmanship: A Personal View," OUP Catalogue, Oxford University Press, number 9780199252008.
    4. Keith Gay, 2001. "A Boardroom Revolution? The impact of the Cadbury nexus on the work of non‐executive directors of FTSE 350 companies," Corporate Governance: An International Review, Wiley Blackwell, vol. 9(3), pages 152-164, July.
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