Board leadership: balancing entrepreneurship and strategy with accountability and control
Bernard Taylor
(Professor Bernard Taylor is Emeritus Professor of Strategic Management at Henley Management College and Executive Director of its Centre for Board Effectiveness. He is a Fellow of the Institute of Directors and the Chartered Institute of Bankers, and an External Examiner for the Institute of Director’s Diploma in Company Direction. He is the author of 23 books on corporate strategy and board leadership and a consultant to business and government internationally. His latest book – co‐authored with Philip Stiles – Boards at Work was published by Oxford University Press in April 2001. From 1968 to 1998 he was Editor of Long Range Planning. Before joining Henley Management College, he held various positions with Procter & Gamble, Rank Xerox, the Chartered Institute of Marketing and the University of Bradford Management Centre.)
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Abstract
Argues that effective board leadership requires directors to achieve a balance between entrepreneurship (i.e. paying attention to strategy, corporate renewal and innovation on the one hand) and corporate governance. Posits that medium sized firms have a dilemma in knowing how to expand their businesses in a rapid fashion. Highlights how companies manage this type of move from a corporate type of governance to a more corporate entrepreneurship.
Keywords
Citation
Taylor, B. (2003), "Board leadership: balancing entrepreneurship and strategy with accountability and control", Corporate Governance, Vol. 3 No. 2, pp. 3-5. https://doi.org/10.1108/14720700310474028
Publisher
:MCB UP Ltd
Copyright © 2003, MCB UP Limited