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Leadership, board governance, direct...

Woodruff, Thomas Milburn.

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Leadership, board governance, director independence, and corporate performance: A quantitative, correlational study of community banks.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Leadership, board governance, director independence, and corporate performance: A quantitative, correlational study of community banks./
作者:	Woodruff, Thomas Milburn.
面頁冊數:	232 p.
附註:	Source: Dissertation Abstracts International, Volume: 68-12, Section: A, page: 5138.
Contained By:	Dissertation Abstracts International68-12A.
標題:	Business Administration, Banking. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3294998
ISBN:	9780549396079

Leadership, board governance, director independence, and corporate performance: A quantitative, correlational study of community banks.
Woodruff, Thomas Milburn.

Leadership, board governance, director independence, and corporate performance: A quantitative, correlational study of community banks. - 232 p.

Source: Dissertation Abstracts International, Volume: 68-12, Section: A, page: 5138.

Thesis (D.M.)--University of Phoenix, 2007.

This quantitative, correlational study examined the relationships among leadership, board governance, director independence, and corporate performance in community banks. Reviewed literature suggested that more empowering leadership encouraged more involved board governance, and coupled with higher levels of director independence produced higher performance. This study provided evidence that more empowering leadership was positively related to governance and may indeed encourage more involved governance and higher levels of director independence in community banks. The unexpected conclusion, however, was that collectively and independently community banks with more empowering leadership, more involved governance, and more independent directors produced lower corporate performance in this sample than community banks with more authoritative leadership, less involved governance, and less independent directors. The findings suggest that the more collaborative strategic board relationships recommended by Sarbanes-Oxley and current bank regulations do not have the positive influence on bank performance that are intimated with these guidelines. This outcome may create a substantial barrier to substantive reforms designed to increase director independence and involvement in board governance. Further research is needed to replicate the relationships tested here in larger, publicly held banks, and in a broader national population of banks. Recommendations posed here invite community bank leaders, community bank directors, and community bank regulators to reflect on the accuracy of current theory and professional guidance relating to strategic board relationships and performance in community banks.

ISBN: 9780549396079Subjects--Topical Terms:

1018458
Business Administration, Banking.

Leadership, board governance, director independence, and corporate performance: A quantitative, correlational study of community banks.
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