It's tough facing a new boardroom full of members set in their ways. But a little knowledge about psychology, physiology, character and chemistry can go a long way to making your presence felt.

Although shareholder engagement is improving, boards need to work on building and maintaining the good relationships required between companies and their investors.

Cybersecurity is at the top of boardroom agendas. Stephen Bonner of Deloitte asks whether boards need a member who is a dedicated cyber expert.

Higher audit quality committees produce higher quality environmental disclosures, according to a new study.

Many unhappy shareholders opt for class action to settle their grievances. But what role does an overconfident chief executive play in causing these?

Boardroom diversity is improving but women face an additional problem: staying on a board after appointment.

Holding more than three or four positions may mean non-executives "simply don’t have the time to deal with the stewarding responsibilities of their job."

Donald Trump won the US election despite being an outsider. Companies have increasingly turned to outsiders to be their CEO. What are the lessons?

There is no substitute for planning ahead when it comes to non-executive director departures.

You may be an experienced operator, but it doesn’t mean you can skip reading your board papers or assume you know everything.

Research reveals that the more confident a chief executive is, "the less their firm invests in activity that has a positive impact on society".

Boardroom leaders are coping with a rapid rate of change, but must remain focused on building long-term, sustainable success, argues Anthony Carey.

A global survey of directors reveals courage to be the most valued quality in the boardroom. But is it put into practice?

Harmonious boards may not be the most effective. Eelke Heemskerk explores why the right kind of conflict can improve your board performance.

A mix of gender and ethnic differences inside the boardroom is broadly accepted as better for a company's prospects. Recent research suggests, however, that diversity has more complex facets than previously understood.

There is more attention than ever on how companies recruit talent to their boards. Tim Copnell lists the key questions directors need to ask when recruiting new blood to join them round the boardroom table.

Managing corporate reputation has never been more critical, so why are there so few specialists on FTSE boards?

Listed companies in the UK are required under the country's governance code to undergo a board evaluation. But they need to be set up and implemented in the right way to have the desired effects.

New non-executives face a stiff challenge in fulfilling their governance responsibility to communicate with investors.

New non-executives must have their areas of expertise but must also understand the "none-too-subtle" tension between challenging management and knowing what's going on inside their companies.