A study by INSEAD of successful board chairs across countries shows how they engage, enable and encourage boards. Stanislav Shekshnia and Veronika Zagieva report on the results.
Boards of directors often get media attention when something goes wrong. The board of VW, for instance, was recently in the news after it received a terrible corporate governance rating based on the 2015 emissions scandal and its fallout. Examples of how not to behave as a board are easy to come by. Yet most boards are not like VW’s because they use good governance to work well. To find out what makes a board chair successful, the INSEAD Corporate Governance Initiative conducted 74 face-to-face interviews with experienced board chairs to produce a research project spanning nine countries—Belgium, Denmark, Italy, the Netherlands, Ru