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dc.contributor.authorKoskinen, Satu
dc.description.abstractThis doctoral dissertation explores leadership in the dyadic relationship of the Chief Executive Officer (CEO) and the Chair of the Board, and in the process leading to CEO dismissal. The study contributes to the literature on relational leadership and the human side of corporate governance and Board work by increasing understanding of the relational practices and processes of the CEO and Chair. A theoretical model is developed of the construction of the CEO-Chair relationship. Additionally, the study makes a methodological contribution by examining researcher-practitioner collaboration during the writing of this study. A qualitative research approach was adopted in the study, with open-ended, in-depth interviews with CEOs and Chairpersons in Finnish limited liability companies as primary data. The thesis consists of this introductory essay as well as three journal articles and a book chapter, all based on empirical studies. The main argument of this study is that the dyadic practices and devel-opment of trust in the CEO-Chair relationship are closely intertwined, and that the dynamic around them is delicate, self-reinforcing and context-embedded, particularly in the early stages of the relationship. Due to the information asymmetry which works in favour of the CEO, her/his initiative to interact with the Chair is proposed to be the ‘engine’ of an effective CEO-Chair relationship and pivotal for trust to develop. The results of this study also increase under-standing of the importance of social dynamics and the actions of the Chair in the process of CEO dismissal. In addition, it is proposed that a collaborative research approach between academic research and practice may provide valu-able pathways to enhancing our understanding of the human side of corporate governance and Board work.en
dc.publisherJyväskylän yliopisto
dc.relation.ispartofseriesJYU dissertations
dc.relation.haspart<b>Artikkeli I:</b> Koskinen, S., & Lämsä, A.-M. (2016). The CEO-Chair relationship from a relational leadership perspective. <i>Leadership and Organization Development Journal, 37 (8), 1135-1146.</i> <a href=""target="_blank"> DOI: 10.1108/LODJ-07-2015-0158</a>
dc.relation.haspart<b>Artikkeli II:</b> Koskinen, S., & Lämsä, A.-M. (2017). Development of trust in the CEO-chair relationship. <i>Baltic Journal of Management, 12 (3), 274-291.</i> <a href=""target="_blank"> DOI: 10.1108/BJM-02-2017-0029</a>
dc.relation.haspart<b>Artikkeli III:</b> Koskinen, S. (2018). The Process of CEO Dismissal: An Exploratory study. <i>Electronic Journal of Business Ethics and Organization Studies, 23 (2), 4-12.</i> <a href=""target="_blank"></a>
dc.relation.haspart<b>Artikkeli IV:</b> Koskinen, S. (2019). Researcher-Practitioner Collaboration During a PhD Study : A Single-Case Study. In <i>A. K. Dey, & H. Lehtimäki (Eds.), Evolving Business Models in Ecosystem of Disruptive Technologies and Social Media (pp. 246-256). New Delhi: Bloomsbury Publishing India.</i> <a href=""target="_blank"></a>
dc.rightsIn Copyright
dc.subject.otherCEO-Chair relationshipen
dc.subject.otherChairperson of the Boarden
dc.subject.otherrelational leadershipen
dc.subject.otherleadership practicesen
dc.subject.othertrust developmenten
dc.subject.otherCEO dismissalen
dc.subject.otherBoard worken
dc.subject.otherresearcher-practitioner collaborationen
dc.subject.otherrelationaalinen johtajuusfi
dc.subject.otherjohtajuus käytäntöinäfi
dc.subject.otherluottamuksen kehittyminenfi
dc.subject.othertoimitusjohtajan erottaminenfi
dc.subject.othertutkimuksen ja käytännön yhteistyöfi
dc.titleAt the heart of the Board: CEO and Chair. Processes, practices and relationships
dc.contributor.yliopistoUniversity of Jyväskyläen
dc.contributor.yliopistoJyväskylän yliopistofi
dc.rights.copyright© The Author & University of Jyväskylä
dc.subject.ysochief executive officersen
dc.subject.ysocorporate governanceen
dc.subject.ysohallituksen puheenjohtajatfi

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