Appraising and developing the effectiveness of boards and their directors

Article Abstract:

A team from Henley Management College conducted a study on Standards of Good Practice for UK Boards of Directors. Results show that boards that wish to enhance their effectiveness should examine themselves in relation to three areas: organizational processes for managing the board, personal competences each member needs and tasks that need to be performed. The processes required for organizing and running the board include definition of the extent of the powers, roles and responsibilities of the board and the management; assessment of proper board composition and organization; and planning and management of the board conduct. In addition, each member must possess such personal skills as strategic perception and decision-making, analytical understanding, board management, and communication. Lastly, the board should perform certain tasks, such as leading the general direction of the company, directing the corporate strategy and structure, and delegating management.

Corporate directors, Corporate governance

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Predicting advancement to senior management from competencies and personality data: a seven-year follow-up study

Article Abstract:

Research was conducted to determine the personality characteristics and level of competencies of managers using two major criteria of success, namely, rate of advancement and seniority. The study involved tracking the careers of 72 managers who participated in a previous study conducted in 1988-1989. Results from correlational analysis revealed clear differences between the co-efficients derived from competencies and those from the personality data. Findings also demonstrated that only a small number of personality and competency factors were related to seniority.

Management Skills, Performance, Testing, Career development, Personality assessment, Employee seniority, Seniority

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Predicting advancement to senior management from competencies and personality data: a seven-year follow-up study

Article Abstract:

Research comparing the proficiency and personality traits with the level of advancement of a group of managers took place during a seven year period. The study found some personality traits and managerial skills were linked with how far the managers had advanced within their companies. The majority of managers who were considered to be likely to succeed, in the 1988-89 study, had achieved senior positions by 1995. Some 58 managers, from a wide range of companies, were involved in the study which took place between 1988-89 and 1995.

Management Skills NEC, Analysis, Human resource management, Management research

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