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Board Leadership: Antecedents and Performance Outcomes


Wang, Yi and Clift, RC, Board Leadership: Antecedents and Performance Outcomes, Corporate Ownership & Control, 6, (2) pp. 61-72. ISSN 1727-9232 (2008) [Refereed Article]

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DOI: doi:10.22495/cocv6i2p6


In this paper several theories, which make different predictions about the effect of board leadership structure on firm performance, are tested. The results indicate that, for Australian listed companies, there is no strong relationship between leadership structure and subsequent performance. It is reported that. companies with higher blockholder ownership or lower managerial shareholdings tend to have an affilIated chairman; firm with higher managerial shareholdings tend to have an executive ch~irman. The evidence suggests that there is no one optimal leadership structure; each structure, w~Ich. C?uld be an outcome of a rational choice process influenced by other governance characteristics of mdIVIdual firms, may have associated costs and benefits.

Item Details

Item Type:Refereed Article
Keywords:Board of directors, leadership structure, firm performance, corporate governance, Australia
Research Division:Commerce, Management, Tourism and Services
Research Group:Strategy, management and organisational behaviour
Research Field:Corporate governance
Objective Division:Economic Framework
Objective Group:Microeconomics
Objective Field:Preference, behaviour and welfare
UTAS Author:Wang, Yi (Mr Yi Wang)
UTAS Author:Clift, RC (Professor Robert Clift)
ID Code:55759
Year Published:2008
Deposited By:Accounting and Corporate Governance
Deposited On:2009-03-12
Last Modified:2012-03-30
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