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The CEO's Boss, originally published in 2010, is the definitive guide to a productive working relationship between corporate boards and CEOs. Speaking to an era when company directors must monitor the actions and day-to-day operations of their CEO, William M. Klepper offers eight essential lessons to help boards operate more effectively in this bold and independent role. Since the book's publication, Klepper has continued to develop and apply its lessons for a variety of businesses and settings.
List of contents
Acknowledgments
Preface
1. The Social Contract
2. Tough Love in the Boardroom
3. Why the Right Partnership Matters
4. Leadership Metrics
5. How the Partnership Can Go Wrong: Take-Two Interactive
6. What Directors Need to Know Before Committing to a CEO
7. The Board’s Commitment to the CEO
8. Effective Board Dynamics: How Directors Interact as a Team
Epilogue Is Prologue
Appendix A: Outstanding Directors
Appendix B: Interview with Glenn Hubbard
Notes
Index
About the author
Dr. Klepper joined Columbia Business School in 1996 after over thirty years as a general manager in higher education. He is a management professor who teaches Executive Leadership in the EMBA program and serves as the Faculty Director of the partnership with the Financial Times/Outstanding Directors Exchange on corporate governance. He also serves as Academic Director of the Executive Education program. Dr. Klepper received his Ph.D. from St. Louis University in 1975.
Summary
The CEO’s Boss is the definitive guide to a productive working relationship between corporate boards and CEOs. In this revised edition, William M. Klepper renews the paradigm set forth in The CEO’s Boss, with new case studies of companies such as Wells Fargo, BP, Hewlett-Packard, and Proctor & Gamble.
Additional text
[Klepper] provides unique perspective and insight into the ways in which today's companies are adapting to the ethical and legal challenges to their traditional roles. . . Recommended.
