Abstract
Abstract
Within behavioural corporate governance literature, little is known about the behavioural aspects of Chair leadership. Board composition has changed significantly over the past decade and looks to continue doing so. This paper considers the facilitating role of the board Chair on optimising participation in the boardroom, emphasising the social complexity of board composition and dynamics. An inductive typology of Chairing style is developed around the concept of structure revealing that this can moderate the impact of status, reducing process loss. In addition, at a behavioural level of the Chair, the paper considers the impacts of whether their role focuses on process or content of discussion; their degree of participative leadership; and what actions they take to manage power and status of the board members. The paper also addresses practices that may need to change in order to deliver the oft-assumed diversity dividend of access to a wider range of perspectives.