Canadian sport organizations and governing bodies have much to learn from national team athletes when it comes to improving accountability and preventing costly litigation.
THE CANADIAN PRESS/ASP-Yi-Chin Lee/Houston
Canada Soccer has the potential to model, both nationally and globally, the same standards of accountability and leadership excellence that are expected of national team athletes.
The board of directors is a group of expert individuals responsible for overseeing the management of an organization.
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How can we explain governance failures in boards of directors? Part of the answer lies in the way directors use their expertise and understand their role on the board.
Gender diversity on company boards of directors has been improving over the years, but it still has a long way to go.
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Men and women both offer unique, valuable contributions to company boards. To reap these benefits, organizations should continue to increase gender diversity.
When women are present on boards of directors, cyber risk management improves.
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Voluntary regulation has helped company boards become more diverse but has been more successful in certain countries.
A new study has found that a healthy and ethical company culture plays a more important role in preventing fraud than its board of directors does.
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Contrary to popular belief, boards of directors are not the ones who establish whistleblowing procedures. Instead, boards depend on their management teams to implement them.
There’s a void of responsible leadership at Hockey Canada and other scandal-plagued organizations. Governments can’t fix those systemic problems.
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Eric Champagne, L’Université d’Ottawa/University of Ottawa y Alex Beraskow, L’Université d’Ottawa/University of Ottawa
Good board governance starts with understanding the mandate and role of the board and then follows through with structure, robust processes and practices.
Twitter may soon be without the benefits – or the problems – of a public board of directors.
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A study of 3,000 companies found a correlation between local ‘social capital’ – which measures such variables as voter turnout and census response rates – and more women on corporate boards.
The realities of a boardroom are different than what many people assume.
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A new study involving extensive interviews with dozens of directors shows that they see their roles as more about supporting executives, not challenging them.
In this 2019 promotional photo from McDonald’s, then CEO Steve Easterbrook, fourth from the left, celebrates the 50th anniversary of the Big Mac with family members of the McDonald’s employee who invented the popular sandwich. Easterbrook has since been dismissed from McDonald’s for inappropriate behaviour.
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Bad behaviour and toxic culture at a company can be corrected if the organization’s board of directors states clearly the values they are looking for in a CEO.
Westpac chief executive Brian Hartzer and chairman Lindsay Maxsted. We could expect more of such folk but it might be more constructive to look for ways to help them do their jobs better.
Richard Wainwright/AAP
Board directors of our biggest companies simply aren’t equipped to take on management. An idea floated 50 years ago could help.
McDonald’s CEO Steve Easterbrook was terminated by his board after admitting to a consensual relationship with another company employee.
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The attitudes and behaviour of employees are impacted much more strongly by the actions of their bosses than by their words. And the CEO is the most visible and powerful role model of all.
The delinquency clause seeks to raise standards of good behaviour expected of directors.
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For the first time in South African company law, courts can declare directors delinquent. This new remedy must not be abused by those with the power to use it.
Legislature must clarify courts’ role and assistance it may provide to an unfairly removed director.
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The corporate sector owes David Murray a debt of gratitude for starting a debate about ASX governance rules that lead boards to delegate matters that are properly their responsibility.
New AMP chair David Murray’s prescription for corporate governance doesn’t acknowledge the structural drivers of systemic misconduct.
Joel Carrett/AAP
Evidence to the Banking Royal Commission points to the systemic failings of corporate governance built on the idea of shareholder primacy. It’s time to rethink the unitary board system for a start.
When women make up 30% of boards that’s when it starts having an impact.
Mavis Wong
Associate Dean, Research and External Relations; Executive Director, Madden Center for Value Creation; Phil Smith Professor of Entrepreneurship, Florida Atlantic University