The effects of institutional investors and munificence on board chair orientations

In today’s corporate landscape, the separation of the board chair and CEO roles is increasingly prevalent among public firms. Understanding this leadership dynamic, particularly the board chair-CEO working relationship, is critical. This study delves into the influence of divergent behaviors among institutional investors on the board chair-CEO interaction and explores how environmental munificence moderates these effects. We ascertain that high levels of dedicated institutional investor ownership tend to prompt board chairs to exhibit both control and collaboration orientations with CEOs. Conversely, in instances of elevated transient institutional investor ownership, board chairs are less inclined toward collaboration with CEOs. Of notable interest is our investigation into how environmental munificence shapes these relationships. We discover that the abundance or scarcity of resources in the environment can significantly recalibrate the impact of institutional investor ownership structures on board chair orientations toward CEOs. This study not only contributes to the broader realm of corporate governance research but also offers practical insights for practitioners navigating the intricate dynamics between institutional investors, board chairs, and CEOs. Our findings underline the nuanced interplay between investor behaviors, leadership orientations, and environmental contexts, enriching the understanding of effective corporate governance strategies.