The 21 Indispensable Qualities of a Leader: Becoming the by John C. Maxwell

By John C. Maxwell

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Tolbert and S. Bacharach (eds), Research in the Sociology of Organizations, Vol. 13, Greenwich, CT: JAI Press, pp. 115–40. , A. Konrad and S. Erkut (2006), ‘Critical mass on corporate boards: why three or more women enhance governance’, Wellesley Centers for Research on Women Report No. 11, Wellesley, MA. W. (1995), ‘Empowering the board’, Harvard Business Review, 72(6), 107–15. Page, Scott E. (2007), The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies, Princeton, NJ: Princeton University Press.

As a consequence, effective board chairs and nominating committees may begin to counsel directors whose competencies and skills are no longer relevant and explore the talent pool more deeply and across organizations, in efforts to recruit the best possible directors with the competencies and skills that the board desires. Increasing Focus on Competencies Recent research evidence has highlighted that board processes and board member competencies are key elements in board effectiveness. Simultaneously, corporate boards are becoming more interested in evaluating the contributions and behaviors of board members.

9. 10. The Fortune 500 should not be confused with the S&P 500, which is a stock market index. 4 million in 2005, according to a preliminary analysis of the 251 Fortune 500 companies that had filed proxies as of 27 March. ) With 5629, the lowest number of board directors in the Fortune 500 during the last 12 years was in 2005. Because the race/ethnicity of board members was not publicly available, Catalyst asked companies to provide that information and received responses from 266 companies in 2005 and 346 in 2006.

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