References
- Altman, W. (2007). ‘Executive coaching comes of age’. Engineering Management, 17(5), 26–29.
- Arnold, J.A., Arad, S., Rhoades, J.A. and Drasgow, F. (2000). ‘The empowering leadership questionnaire: The construction and validation of a new scale for measuring leader behaviors’. Journal of Organizational Behavior, 21(3), 249–269.
- Balafas, N. and Florackis, C. (2014). ‘CEO compensation and future shareholder returns: Evidence from the London Stock Exchange’. Journal of Empirical Finance, 27, 97–115.
- Bentley, T.J. (2000). ‘Gestalt in the boardroom’. Gestalt Review, 4(3), 176–193.
- Blair, M.M. and Stout, L.A. (1999). ‘A team production theory of corporate law’. Virginia Law Review, 85(2), 247–328.
- Brennan, N. (2006). ‘Boards of directors and firm performance: Is there an expectations gap?’. Corporate Governance: An International Review, 14(6), 577–593.
- Brennan, N.M., Kirwan, C.E. and Redmond, J. (2016). ‘Accountability processes in boardrooms: A conceptual model of manager-non-executive director information asymmetry’. Accounting, Auditing & Accountability Journal, 29(1), 135–164.
- Brennan, N. and McDermott, M. (2004). ‘Alternative perspectives on independence of directors’. Corporate Governance: An International Review, 12(3), 325–336.
- Buchan, P.B. (1981). ‘Boards of directors: Adversaries or advisers’. California Management Review, 24(2), 31–39.
- Carter, C.B. and Lorsch, J.W. (2004). Back to the Drawing Board. Designing Corporate Boards for a Complex World, Boston, MA: Harvard Business School Press.
- Cheng, J.Y.J., Groysberg, B., Healy, P. and Vijayaraghavan, R. (2021). ‘Directors’ perceptions of board effectiveness and internal operations’. Management Science, 67(10), 6399–6420.
- Clutterbuck, D. (2013). ‘Time to focus coaching on the team’. Industrial and Commercial Training, 45(1), 18–22
- Clutterbuck, D. and Hirst, S. (2012). Talking Business: Making Communication Work. Oxford: Butterworth Heinmann.
- Coles, J.L., Daniel, N.D. and Naveen, L. (2020). ‘Director overlap: Groupthink versus teamwork’. Available at SSRN 3650609.
- Conger, J., Lawler, E. and Finegold, D. (2001). Corporate Boards: New Strategies for Adding Value at the Top, San Francisco, CA: Jossey-Bass.
- Coulson-Thomas, C. (1994). ‘Harnessing the board's potential’. Corporate Governance: An International Review, 2(3), 135–135.
- Coulson-Thomas, C. (2018). ‘Teamwork, motivation, complexity and the board’. Effective Executive, 21(4), 56–69.
- Currall, S.C., Hammer, T.H., Baggett, L.S. and Doniger, G.M. (1999). ‘Combining qualitative and quantitative methodologies to study group processes: An illustrative study of a corporate board of directors’. Organizational Research Methods, 2(1), 5–36.
- Derdowski, L., Øgaard, T., Marnburg, E. and Mathisen, G.E. (2018). ‘Creative and innovative behaviours of corporate directors: An elusive role of task-related conflicts’. Journal of Management and Governance, 22(4), 1045–1069.
- Drew, S. and Coulson-Thomas, C. (1996). ‘Transformation through teamwork: The path to the new organization?’. Management Decision, 34(1), 7–17.
- Edmondson, A. (1999). ‘Psychological safety and learning behavior in work teams’. Administrative Science Quarterly, 44(2), 350–383.
- Edmondson, A.C. (2012). Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy. San Francisco, CA: Jossey-Bass.
- Farmer, S. (2015). ‘Making sense of team coaching’. The Coaching Psychologist, 11(2), 72–80.
- Finkelstein, S. (1992). ‘Power in top management teams: Dimensions, measurement, and validation’. Academy of Management Journal, 35(3), 505–538.
- Finkelstein, S. and Mooney, A.C. (2003). ‘Not the usual suspects: How to use board process to make boards better’. Academy of Management Executive, 17(2), 101–113.
- Forbes, D.P. and Milliken, F.J. (1999). ‘Cognition and corporate governance: Understanding boards of directors as strategic decision-making groups’. Academy of Management Review, 24(3), 489–505.
- Francoeur, C., Aubé, C., Sponem, S. and Farzaneh, F. (2018). ‘What do we know about what is going on inside the boardroom?’. Team Performance Management: An International Journal, 24(5–6), 250–264.
- Froud, J., Leaver, A., Tampubolon, G. and Williams, K. (2008). ‘Everything for sale: How non-executive directors make a difference’. The Sociological Review, 56(1_suppl), 162–186.
- Goffman, E. (1959). The Presentation of Self in Everyday Life. 1st ed. New York, NY: Anchor Books.
- Greenwald, J. (2001). ‘Rank and fire. Attrition isn’t working so best-to-worst grading is gaining – and those at the bottom get the boot’. Time, 18 June 2001. Available at: http://content.time.com/time/subscriber/article/0,33009,1000119,00.html. Accessed 21 June 2021.
- Hambrick, D.C. (1981). ‘Environment, strategy, and power within top management teams’. Administrative Science Quarterly, 26(2), 253–275.
- Hawkins, P. (2017). Leadership Team Coaching: Developing Collective Transformational Leadership, third edition. London: Kogan Page Publishers.
- Hawkins, P. and Hogan, A. (2014). ‘Coaching the board: How coaching boards is different from coaching executive teams’, In P. Hawkins (ed) Leadership Team Coaching in Practice,. London: Kogan Page Publishers, 171–187.
- Heemskerk, E.M., Heemskerk, K. and Wats, M.M. (2017). ‘Conflict in the boardroom: A participant observation study of supervisory board dynamics’. Journal of Management & Governance, 21(1), 233–263.
- Kakabadse, A., Kakabadse, N., Moore, P., Morais, F. and Goyal, R. (2017). Conflict and Tension in the Boardroom. London: Institute of Chartered Secretaries and Administrators.
- Katzenbach, J.R. and Smith, D.K. (2008). The Discipline of Teams. Harvard, MA: Harvard Business Press.
- Kozlowski, S. and Ilgen, D. (2006). ‘Enhancing the effectiveness of work groups and teams’. Psychological Science in the Public Interest, 7(3), 77–124.
- Levrau, A.. (2007). Corporate Governance and Board Effectiveness: A Qualitative-Orientated Inquiry into the Determinants of Board Effectiveness. Doctoral dissertation, Universiteit Gent.
- Li, J. and Hambrick, D.C. (2005). ‘Factional groups: A new vantage on demographic faultlines, conflict, and disintegration in work teams’. Academy of Management Journal, 48(5), 794–813.
- Lindon-Travers, K. (1990). Non-Executive Directors: A Guide to their Role, Responsibilities and Appointment, London: Director Books.
- Maharaj, R. (2009). ‘View from the top: What directors say about board process’. Corporate Governance: The International Journal of Business in Society, 9(3), 326–337.
- Marriage, M. and Beioley, K. (2019). ‘Patisserie Valerie report talks of fake invoices and ledgers’. Financial Times, 25 January 2019. Available at: https://www.ft.com/content/657dd1c8-1feb-11e9-b126-46fc3ad87c65 [accessed 29.11.2020].
- McGuinness, P.B. (2019). ‘Beyond the board realm: Women in senior management and their impact on IPO capital funding’. British Journal of Management, 30(2), 389–414.
- Murphy, S.A. and McIntyre, M.L. (2007). ‘Board of director performance: A group dynamics perspective’. Corporate Governance: The International Journal of Business in Society, 7(2), 209–224.
- Nadler, D.A. (2004). ‘Building better boards’. Harvard Business Review, 82(5), 102–111.
- Nadler D.A., Behan B.A. and Nadler M.B. (2006). Building Better Boards. A Blueprint for Effective Governance. San Francisco, CA: Jossey-Bass.
- Nicholson, G., Newton, C. and McGregor-Lowndes, M. (2012). ‘The nonprofit board as a team: Pilot results and initial insights’. Nonprofit Management and Leadership, 22(4), 461–481.
- Nicholson, G., Pugliese, A., and Bezemer, P.-J. (2017). ‘Habitual accountability routines in the boardroom: How boards balance control and collaboration’. Accounting, Auditing & Accountability Journal, 30(2), 222–246.
- Ogunseyin, M.A., Farquhar, S.S. and Machold, S. (2019). ‘The determinants of trust in the boardroom’, In J. Gabrielsson, W. Khlif, and S. Yamak (eds) Research Handbook on Boards of Directors, Cheltenham, UK: Edward Elgar Publishing, 49–75.
- Pastra, A., Koufopoulos, D.N., Samac, N. and Johansson, T. (2021). ‘Behavioral integration in the boardroom’. Team Performance Management: An International Journal, 27(3–4), 260–277.
- Payne, T.G., Benson, G.S. and Finegold, D.L. (2009). ‘Corporate board attributes, team effectiveness and financial performance’. Journal of Management Studies, 46(4), 704–731.
- Pernelet, H.R. and Brennan, N.M. (2021a). ‘Challenge in the boardroom: Director-manager question-and-answer interactions at board meetings’. Working paper, University College Dublin.
- Pernelet, H.R. and Brennan, N.M. (2021b). ‘Impression management at board meetings: Interactions in public and in private’. Working paper, University College Dublin.
- Pernelet, H.R. and Brennan, N.M. (2021c). ‘Boards of directors performing governance: A dramaturgical analysis’. Working paper, University College Dublin.
- Pugliese, A., Nicholson, G. and Bezemer, P.-J. (2015). ‘An observational analysis of the impact of board dynamics and directors’ participation on perceived board effectiveness’. British Journal of Management, 26(1), 1–25.
- Pugliese, A. and Zattoni, A. (2012). ‘Boards of directors’ contribution to strategy and innovation’, In T. Clarke and D. Branson (eds) The SAGE Handbook of Corporate Governance, London: Sage, 217–232.
- Rink, F., de Waal, M., Veltrop, D.B. and Stoker, J.I. (2021). ‘Managing C-suite conflict: The unique impact of internal and external governance interfaces on top management team reflexivity’. Long Range Planning, 102121, in press.
- Roberts, J. (2002). ‘Building the complementary board. The work of the plc chairman’. Long Range Planning, 35(5), 493–520.
- Shekshnia, S. (2018). ‘How to be a good board chair’. Harvard Business Review, 96(2), 96–105.
- Smith, W.K. and Lewis, M.W. (2011). ‘Toward a theory of paradox: A dynamic equilibrium model of organizing’. Academy of Management Review, 36(2), 381–403.
- Sonnenfeld, J.A. (2002). ‘What makes great boards great. It's not the rules and regulations. It's the way people work together’. Harvard Business Review, 80(9), 106–113.
- Sonnenfeld, J. (2004). ‘Good governance and the misleading myths of bad metrics’. Academy of Management Perspectives, 18(1), 108–113
- Sundaramurthy, C. and Lewis, M. (2003). Control and collaboration: Paradoxes of governance. Academy of Management Review, 28(3), 397–415.
- (The) Financial Reporting Council (2018). UK Corporate Governance Code. London, FRC.
- Tricker, R.I. (2019) Corporate Governance: Principles, Policies, and Practices, 4th edition, Oxford: Oxford University Press.
- Tusa, J. (2020). On Board. The Insider's Guide to Surviving Life in the Boardroom. London: Bloomsbury.
- Vandewaerde, M., Voordeckers, W., Lambrechts, F. and Bammens, Y. (2011). ‘Board team leadership revisited: A conceptual model of shared leadership in the boardroom’. Journal of Business Ethics, 104(3), 403–420.
- Veltrop, D.B., Bezemer, P.-J., Nicholson, G. and Pugliese, A. (2021). ‘Too unsafe to monitor? How board–CEO cognitive conflict and chair leadership shape outside director monitoring’. Academy of Management Journal, 64(1), 207–234.
- Wageman, R., Hackman, J.R. and Lehman, E. (2005). ‘Team diagnostic survey: Development of an instrument’. The Journal of Applied Behavioral Science, 41(4), 373–398.
- Wildenauer, M. (2015). ‘Towards a team approach to understanding board effectiveness’. Journal of Law and Governance, 10(1), 37–51.
- Winter, J. (2019). ‘The human experience of being-in-the-board: A phenomenological approach’. In A. Levrau and S. Gobert (eds) Governance: The Art of Aligning Interests. Cambridge: Intersentia, 131–148.