The Effective Supervisory Board: A CEO Perspective – Pilot Expert Study
Journal Title: Zarządzanie i Finanse - Year 2013, Vol 11, Issue 2
Abstract
The aim of the pilot expert study conducted in December 2012 was the exploration of a poorly studied area consisting of the opinions and views of CEOs regarding supervisory board effectiveness factors. Moreover, an additional research goal was to discover CEOs expectations with respect to the supervisory board in the realm of its cooperation. Three experts—CEOs—took part in the research. They represented diverse pools of experience in the realm of cooperation with different types of supervisory boards defined by different ownership structures (e.g. a dominant shareholder in the form of a foreign investor or the State). The study was qualitative in character. The interview was the applied research technique. Research results indicate that the decisive factor for good cooperation between the supervisory board and the management board, a factor that simulta-neously influences board effectiveness, is transparent and bilateral communication. Its quality is determined by reciprocal knowledge of the two participants regarding their needs. The board’s responsibility is to convey information re-garding shareholder expectations to the management board, define own information needs, and provide feedback to the CEO and his team. The management board is responsible for conveying information that meets the board’s needs and allows it to take decisions in agreement with the interest of the company. The quality of cooperation between the supervisory board and the management board is also determined by the taking up by the board of the role of not only a well prepared, but more importantly, an involved sparring partner for the management board—a partner who knows and performs his own tasks well, but who does not exceed jurisdiction, and a partner who takes responsibility for activities, all strongly stressed by the interviewed CEOs.
Authors and Affiliations
Izabela Koładkiewicz
Keywords
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