Chairmen need to become accustomed to challenge and receiving feedback as corporate governance becomes more testing than ever before.

The pace of change in technology and geo-political uncertainty has presented business leaders with unprecedented challenges. What does it take to lead companies in the current environment and how can the leaders of the future be nurtured?

How do leaders and organisations become resilient? Andrew Kakabadse considers how leaders can bounce back from mistakes and trauma.

Elon Musk, Tesla’s “chairman, product architect and CEO”, has recently the displayed classic traits of a dominant, idiosyncratic and controversial boss which, according to one commentator, is a sure sign of weak governance.

YouGov appoints new non-exec Ashley Martin; Silence’s chair Dr Annalisa Jenkins departs after ten months in the role; and experienced board member Fiona McBain joins Direct Line.

Sergio Marchionne’s death leaves Fiat Chrysler and Ferrari to reshuffle boards; and finance executive Claire Urmston takes board roles at GAME.

The owner of Comparethemarket.com appoints Debbie Hewitt as chairman, while long-serving Peter Winslow lines up for departure.

Rijnhard van Tets is to be replaced by Dick Sluimers as supervisory board chairman at Euronext; and Bill Voge quits world’s biggest law firm after “an exchange of sexual communications”.

Ken Hanna to leave Inchcape; Countrywide CEO goes as chair steps up until replacement found; and Capita board review sees executive depart.

New provisions defining “independence” for non-executive directors in a revised corporate governance code could affect one-fifth of FTSE 100 chairs.