RT Article
T1 Board Team Leadership Revisited: A Conceptual Model of Shared Leadership in the Boardroom
JF Journal of business ethics
VO 104
IS 3
SP 403
OP 420
A1 Vandewaerde, Maarten
A1 Voordeckers, Wim
A1 Lambrechts, Frank
A1 Bammens, Yannick
A2 Voordeckers, Wim
A2 Lambrechts, Frank
A2 Bammens, Yannick
LA English
YR 2011
UL https://ixtheo.de/Record/178564369X
AB In the slipstream of several large-scale corporate scandals, the board of directors has gained a pivotal position in the corporate governance debate. However, due to an overreliance on particular methodological (i.e. input–output studies) and theoretical (i.e. agency theory) research fortresses in past board research, academic knowledge concerning how this important governance mechanism actually operates and functions remains relatively limited. This theoretical paper aims to contribute to the promising stream of research which focuses on behavioural perspectives and processes within the corporate board, by delving into one of the research areas perhaps plagued most by these predominant approaches: board leadership. In adopting a team perspective on the board of directors our study goes beyond traditional board leadership research, which has turned a blind eye on actual leadership dynamics, by examining leadership processes and behaviours inside the board team. Specifically, we develop a conceptual framework addressing a novel and ethical approach to team leadership within the board, i.e. shared leadership, which has previously been demonstrated to result in performance benefits in various other team settings.
K1 Teams
K1 SHARED leadership
K1 Conceptual Framework
K1 Board of directors
K1 Board leadership
DO 10.1007/s10551-011-0918-6