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	<title>The Harvard Law School Forum on Corporate Governance</title>
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	<title>Separation of Chair and CEO Roles &#8211; The Harvard Law School Forum on Corporate Governance</title>
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		<title>Separation of Chair and CEO Roles</title>
		<link>https://corpgov.law.harvard.edu/2011/09/01/separation-of-chair-and-ceo-roles/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=separation-of-chair-and-ceo-roles</link>
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		<pubDate>Thu, 01 Sep 2011 10:06:24 +0000</pubDate>
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				<category><![CDATA[Academic Research]]></category>
		<category><![CDATA[Boards of Directors]]></category>
		<category><![CDATA[Board independence]]></category>
		<category><![CDATA[Board performance]]></category>
		<category><![CDATA[Non-executive chairman]]></category>
		<category><![CDATA[The Conference Board]]></category>

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		<description><![CDATA[In light of required disclosure about board leadership structure, the decision of whether or not to separate the chairman and chief executive roles remains a hot governance topic for public companies, boards, and shareholders. This report examines some of the academic literature surrounding the debate and proposes that board effectiveness is affected by the chairman’s [&#8230;]]]></description>
				<content:encoded><![CDATA[<hgroup><em>Posted by Matteo Tonello, The Conference Board, on Thursday, September 1, 2011 </em><div class='e_n' style='background:#F8F8F8;padding:10px;margin-top:5px;margin-bottom:10px;text-indent:2.5em;'><strong style='margin-left:-2.5em;'>Editor's Note: </strong> <p style="margin:0; display:inline;"><a href="http://www.conference-board.org/publications/bio.cfm?id=358" target="_blank">Matteo Tonello</a> is Director of Corporate Governance for The Conference Board, Inc. This post is based on a Conference Board <em>Director Note</em> by <a href="http://www.yorku.ca/rleblanc/" target="_blank">Richard Leblanc</a> of York University and <a href="http://www.cgu.edu/pages/5170.asp" target="_blank">Katharina Pick</a> of Claremont Graduate University.</p>
</div></hgroup><p>In light of required disclosure about board leadership structure, the decision of whether or not to separate the chairman and chief executive roles remains a hot governance topic for public companies, boards, and shareholders. This report examines some of the academic literature surrounding the debate and proposes that board effectiveness is affected by the chairman’s industry knowledge, leadership skills, and influence on board process rather than by the particular leadership structure chosen.</p>
<p>Since the early 1980s, much attention has been paid to corporate boards of directors and how their structures improve (or undermine) organizational performance. Among the most hotly debated structural features of the board is the combination (or separation) of the chair and CEO roles. As of February 2010, Securities and Exchange <a name="1b"></a>Commission (SEC) rules require listed companies to disclose their board leadership structure and explain why they have determined that such a leadership structure is appropriate, given their specific characteristics or circumstances. <a href="http://blogs.law.harvard.edu/corpgov/2011/09/01/separation-of-chair-and-ceo-roles#1">[1]</a></p>
<p> <a href="https://corpgov.law.harvard.edu/2011/09/01/separation-of-chair-and-ceo-roles/#more-20649" class="more-link"><span aria-label="Continue reading Separation of Chair and CEO Roles">(more&hellip;)</span></a></p>
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