Key Terms
Formal leaders
Board Chair, CEO, committee chairs, officers Informal leaders: Core groups or influential members who shape how the boar
Research support
Miller and Droge (1996) — leader personality is a strong influence on leader effectiveness.
Source
Quinn et al., Becoming a Master Manager: A Competing Values Approach, 5th edition
Core idea
Different values underlie different leadership styles — focus on people, strategic goals, management processes, innovati
Key principle
Leaders need enough information to adjust their behavior rather than alter it altogether. Adjustment, not overhaul.
Why it matters
The balanced approach reduces the tendency for organizations to swing from one ineffective leader to another.
Board Chair
The formal leader of the board; most influential individual on the board in most organizations.
CEO
Chief Executive Officer; second most influential individual; manages operations and the staff-board interface.
Emotional Intelligence
Self-awareness combined with the ability to manage relationships effectively. Linked to perceived chair effectiveness.
Board-Centered CEO
A CEO whose leadership competencies are oriented toward supporting and facilitating the board, not just running the orga
Competing Values Approach
Framework recognizing that different leadership values create tension in governance; uses diagnostic criteria to assess
Core Group
Informal influential subset within a board; can be a positive or negative force for change.
Role Clarity
Clear understanding of what each key actor (chair, CEO, committee chairs) is responsible for; positively associated with
Survey Coordinator
The person responsible for administering the Board Check-Up and managing the communication of results — especially sensi
Leadership Development
General | Canada | Ivey Business School, Western University Leadership Assessment Tools | U.S.A. | BoardSource CEO Leade