Jay A. Conger holds the Kravis Research Chair in Leadership Studies at Claremont McKenna College. He is the coauthor of Corporate Boards: New Strategies for Adding Value at the Top, Building Leaders, and The Practice of Leadership as well as eleven other books on leadership.

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• About the Authors xiiiIntroduction: Leveraging Your Board’s Leadership Capability 1Jay A. CongerPart One: Leadership in Your Boardroom1. Leadership: The Key to Effective Boards 25Jay W. Lorsch2. Why Your Board Needs a Non-Executive Chair 51Jay A. Conger and Edward E. Lawler III3. The Joint CEO/Chairperson Leadership Issue in Sharp Relief 69Dan R. Dalton and Catherine M. Dalton4. First Among Equals: Leading Your Fellow Directors as a Board Chair 85Katharina PickPart Two: Talent Management Practices for Your Board5. Appraising Your Board’s Performance 123Jay A. Conger and Edward E. Lawler III6. Getting the Right Directors on Your Board 145Richard Leblanc7. Women Directors in the Boardroom: Adding Value, Making a Difference 197Sarah Smith Orr8. Your Board’s Crucial Role in Aligning CEO Pay and Performance 227Roger W. RaberPart Three: CEO Succession: The Challenges and Opportunities Facing Your Board9. Managing the CEO’s Succession: The Challenge Facing Your Board 253Joseph L. Bower10. Beyond Best Practices: Revisiting the Board’s Role in CEO Succession 277Mark B. Nadler11. Ending the CEO Succession Crisis 313Ram CharanPart Four: Improving Your Board’s Performance and Impact12. How Your Board Can Leverage Team Practices for Better Performance 337Elise Walton13. What Your Board Needs to Know: Early Warning Signs That Provide Insight to What Is Really Going On in Companies 365Sydney Finkelstein14. Globalizing the Company Board: Lessons from China’s Lenovo 401Michael Useem and Neng LiangPart Five: Conclusion15. Conventional Wisdom, Conventional Mythology, and the True Character of Board Governance 445Jeffrey A. Sonnenfeld and Andrew WardNotes 469Index 501

Jay A. Conger holds the Kravis Research Chair in Leadership Studies at Claremont McKenna College. He is the coauthor of Corporate Boards: New Strategies for Adding Value at the Top, Building Leaders, and The Practice of Leadership as well as eleven other books on leadership.

Select Guide Rating

• About the Authors xiiiIntroduction: Leveraging Your Board’s Leadership Capability 1Jay A. CongerPart One: Leadership in Your Boardroom1. Leadership: The Key to Effective Boards 25Jay W. Lorsch2. Why Your Board Needs a Non-Executive Chair 51Jay A. Conger and Edward E. Lawler III3. The Joint CEO/Chairperson Leadership Issue in Sharp Relief 69Dan R. Dalton and Catherine M. Dalton4. First Among Equals: Leading Your Fellow Directors as a Board Chair 85Katharina PickPart Two: Talent Management Practices for Your Board5. Appraising Your Board’s Performance 123Jay A. Conger and Edward E. Lawler III6. Getting the Right Directors on Your Board 145Richard Leblanc7. Women Directors in the Boardroom: Adding Value, Making a Difference 197Sarah Smith Orr8. Your Board’s Crucial Role in Aligning CEO Pay and Performance 227Roger W. RaberPart Three: CEO Succession: The Challenges and Opportunities Facing Your Board9. Managing the CEO’s Succession: The Challenge Facing Your Board 253Joseph L. Bower10. Beyond Best Practices: Revisiting the Board’s Role in CEO Succession 277Mark B. Nadler11. Ending the CEO Succession Crisis 313Ram CharanPart Four: Improving Your Board’s Performance and Impact12. How Your Board Can Leverage Team Practices for Better Performance 337Elise Walton13. What Your Board Needs to Know: Early Warning Signs That Provide Insight to What Is Really Going On in Companies 365Sydney Finkelstein14. Globalizing the Company Board: Lessons from China’s Lenovo 401Michael Useem and Neng LiangPart Five: Conclusion15. Conventional Wisdom, Conventional Mythology, and the True Character of Board Governance 445Jeffrey A. Sonnenfeld and Andrew WardNotes 469Index 501

Jay A. Conger holds the Kravis Research Chair in Leadership Studies at Claremont McKenna College. He is the coauthor of Corporate Boards: New Strategies for Adding Value at the Top, Building Leaders, and The Practice of Leadership as well as eleven other books on leadership.

Select Guide Rating

• About the Authors xiiiIntroduction: Leveraging Your Board’s Leadership Capability 1Jay A. CongerPart One: Leadership in Your Boardroom1. Leadership: The Key to Effective Boards 25Jay W. Lorsch2. Why Your Board Needs a Non-Executive Chair 51Jay A. Conger and Edward E. Lawler III3. The Joint CEO/Chairperson Leadership Issue in Sharp Relief 69Dan R. Dalton and Catherine M. Dalton4. First Among Equals: Leading Your Fellow Directors as a Board Chair 85Katharina PickPart Two: Talent Management Practices for Your Board5. Appraising Your Board’s Performance 123Jay A. Conger and Edward E. Lawler III6. Getting the Right Directors on Your Board 145Richard Leblanc7. Women Directors in the Boardroom: Adding Value, Making a Difference 197Sarah Smith Orr8. Your Board’s Crucial Role in Aligning CEO Pay and Performance 227Roger W. RaberPart Three: CEO Succession: The Challenges and Opportunities Facing Your Board9. Managing the CEO’s Succession: The Challenge Facing Your Board 253Joseph L. Bower10. Beyond Best Practices: Revisiting the Board’s Role in CEO Succession 277Mark B. Nadler11. Ending the CEO Succession Crisis 313Ram CharanPart Four: Improving Your Board’s Performance and Impact12. How Your Board Can Leverage Team Practices for Better Performance 337Elise Walton13. What Your Board Needs to Know: Early Warning Signs That Provide Insight to What Is Really Going On in Companies 365Sydney Finkelstein14. Globalizing the Company Board: Lessons from China’s Lenovo 401Michael Useem and Neng LiangPart Five: Conclusion15. Conventional Wisdom, Conventional Mythology, and the True Character of Board Governance 445Jeffrey A. Sonnenfeld and Andrew WardNotes 469Index 501