Taking it from the Top: How CEOs Influence (and Fail to Influence) their Boards

Maitlis, Sally (2005) Taking it from the Top: How CEOs Influence (and Fail to Influence) their Boards. Organization Studies, 25 (8). pp. 1275-1311.


This article examines how chief executive officers (CEOs) influence their boards in symphony orchestra governance. Traditional governance research has studied the impact of structural factors on the CEO-board relationship, but less attention has been paid to the ways in which influence in these relationships is enacted, and to the role of the CEO in particular. Drawing on two intensive, longitudinal case studies, this article investigates the behavioural dynamics of the CEO-board relationship, identifying four key processes that underpin successful CEO influence: exploiting key relationships, managing impressions, managing information, and protecting formal authority. It concludes with an examination of the interrelated and embedded nature of these processes, and considers the implications for theory and research in organizational governance.

Item Type: Article
Keywords: Governance, process research, board, CEO, influence, orchestra
Subject(s): Organisational behaviour
Date Deposited: 13 Apr 2016 15:04
Last Modified: 13 Apr 2016 15:04
Funders: n/a
URI: http://eureka.sbs.ox.ac.uk/id/eprint/5958

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