Upcoming Events

Feb
13
Tue
2018
9:00 am How to become a Non-Executive Di... @ Institute of Directors
How to become a Non-Executive Di... @ Institute of Directors
Feb 13 @ 9:00 am – 4:30 pm
How to become a Non-Executive Director – London 13 February 2018 @ Institute of Directors
Find out how you can obtain a Non-Executive Director position by booking a place on this interactive 1-day course. ‘A well structured and presented introduction to the responsibilities, challenges and attributes required of being a[...]
Mar
13
Tue
2018
9:00 am The Effective Non-Executive Dire... @ Institute of Directors
The Effective Non-Executive Dire... @ Institute of Directors
Mar 13 @ 9:00 am – 4:30 pm
The Effective Non-Executive Director – London 13 March 2018 @ Institute of Directors
The effective Non-Executive Director course helps you to be an effective non-executive director. It instils a real sense of what is expected of NEDs, and how you can meet the challenge. This one-day interactive course is aimed[...]
Apr
24
Tue
2018
9:00 am How to become a Non-Executive Di... @ Orchard Street Business Centre
How to become a Non-Executive Di... @ Orchard Street Business Centre
Apr 24 @ 9:00 am – 4:30 pm
How to become a Non-Executive Director – Bristol 24 April 2018 @ Orchard Street Business Centre
Are you thinking of becoming a Non-Executive Director as part of a Portfolio Career or to develop your boardroom skills prior to taking up an executive director role? Join us on Tuesday, April 24 2018 to[...]
May
22
Tue
2018
9:00 am How to become a Non-Executive Di... @ Institute of Directors
How to become a Non-Executive Di... @ Institute of Directors
May 22 @ 9:00 am – 4:30 pm
How to become a Non-Executive Director – London 22 May 2018 @ Institute of Directors
Find out how you can obtain a Non-Executive Director position by booking a place on this interactive 1-day course. ‘A well structured and presented introduction to the responsibilities, challenges and attributes required of being a[...]
Jun
12
Tue
2018
9:00 am The Effective Non-Executive Dire... @ The Plaza
The Effective Non-Executive Dire... @ The Plaza
Jun 12 @ 9:00 am – 4:30 pm
The Effective Non-Executive Director – Liverpool 12 June 2018 @ The Plaza
The effective Non-Executive Director course helps you to be an effective non-executive director. It instils a real sense of what is expected of NEDs, and how you can meet the challenge. This one-day interactive course is aimed[...]

Proximity to the flagpole: Effective leadership in geographically dispersed organizations

Temasys Communications' Chief Technology Officer Alexandre Gouaillard runs a demonstration of WebRTC

The workplace is changing rapidly, and more and more leaders in government and private industry are required to lead those who are geographically separated. Globalization, economic shifts from manufacturing to information, the need to be closer to customers, and improved technological capabilities have increased the geographic dispersion of many organizations. While these organizations offer many exciting opportunities, they also bring new leadership challenges that are amplified because of the separation between leaders and followers. Although much has been researched and written on leadership in general, relatively little has been focused on the unique leadership challenges and opportunities presented in geographically separated environments. Furthermore, most leaders are not given the right tools and training to overcome the challenges or take advantage of the opportunities when leading in these unique settings.

A survey of leaders within a geographically dispersed military organization confirmed there are distinct differences in how remote and local leaders operate, and most leadership tasks related to leading those who are remote are more difficult than with those who are co-located. The tasks most difficult for remote leaders are related to communicating, mentoring and building personal relationships, fostering teamwork and group identity, and measuring performance. To be effective, leaders must be aware of the challenges they face when leading from afar and be deliberate in their engagement.

Although there are unique leadership challenges in geographically dispersed environments, most current leadership literature and training is developed on work in face-to-face settings. Leading geographically dispersed organizations is not a new concept, but technological advances over the last decade have provided leaders with greater ability to be more influential and involved with distant teams than ever before. This advancement has given leaders not only the opportunity to be successful in a moment of time but ensures continued success by enhancing the way they build dispersed organizations and grow future leaders from afar.

Downloads

  • Proximity to the flagpole: Effective Leadership in geographically dispersed organizations

Authors

  • Scott M. Kieffer

Image Source: © Edgar Su / Reuters […]

Creditors of collapsed stockbroker BBY battle to recover lost millions

Creditors of failed stockbroker BBY find out it could be months before administrator KPMG understands where millions of dollars went missing.

[…]

What must corporate directors do? Maximizing shareholder value versus creating value through team production

The outside of the New York Stock Exchange is seen in New York May 13, 2011. NYSE shareholders are scheduled to vote on the Deutsche Boerse deal on July 7 under a timeline that NYSE says is designed to comply with German law on mergers and acquisitions. REUTERS/Shannon Stapleton

In our latest 21st Century Capitalism initiative paper, “What must corporate directors do? Maximizing shareholder value versus creating value through team production,” author Margaret M. Blair explores how the share value maximization norm (or the “short-termism” malady) came to dominate, why it is wrong, and why the “team production” approach provides a better basis for governing corporations over the long term.

Blair reviews the legal and economic theories behind the share-value maximization norm, and then lays out a theory of corporate law building on the economics of team production. Blair demonstrates how the team production theory recognizes that creating wealth for society as a whole requires recognizing the importance of all of the participants in a corporate enterprise, and making sure that all share in the expanding pie so that they continue to collaborate to create wealth.

Arguing that the corporate form itself helps solve the team production problem, Blair details five features which distinguish corporations from other organizational forms:

  • Legal personality
  • Limited liability
  • Transferable shares
  • Management under a Board of Directors
  • Indefinite existence
  • Blair concludes that these five characteristics are all problematic from a principal-agent point of view where shareholders are principals. However, the team production theory makes sense out of these arrangements. This theory provides a rationale for the role of corporate directors consistent with the role that boards of directors historically understood themselves to play: balancing competing interests so the whole organization stays productive.

    Downloads

    • Download the paper

    Authors

    • Margaret M. Blair

    […]

    Quindell sale marks end of bizarre corporate drama

    The curtain has fallen on Quindell, one of the most bizarre corporate dramas to play out on London’s junior stock market.

    The controversial insurance claims company — whose dreams of joining the FTSE 100 were shattered by short sellers — last week sold most of its business to Australian law firm Slater & […]

    FRC criticises PwC over missing UK audit disclosure

    THE FRC has blasted PwC over two audits that required ‘significant improvement’ in its annual inspection of the firm’s audit offering. Its criticism was made as it examined 22 audit engagements undertaken by the Big Four firm, which amassed £1.025bn from its assurance arm in the year ending 30 June 2014.

    Read more …

    […]