Document Type
Article
Publication Date
12-1-2007
Abstract
A qualitative study of eleven male and eleven female directors was undertaken to investigate gender differences relating to championing tough issues at the board. This study demonstrated that men and women at the board share common mechanisms in the championing process. Correspondingly, they also evidenced notable differences. A championing model is presented to examine the gendered differences of the "tough issues" championing process. The model incorporates (1) the preconditions to championing, (2) the board environment that impacts the choice to champion (3) the influencing factors that impact the engagement process (4) the engagement style of the champions and (5) the collateral benefits (or not) of having championed the issue. Consistent with Kramer, Konrad and Ekrut (2006), women championed twice the number of issues as men in this sample. Both male and female directors championed very difficult issues; the majority of which related to the CEO including leadership ability, performance, management style and compensation. Directors agreed that the benefits to the board and the individual champion did outweigh the difficulties of the champion process. As a result, champions of tough issues have a unique role to play in improving the decision-making quality of boards.
Keywords
leadership
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
McInerney-Lacombe, Nancy E., "Championing "Tough Issues": How Women and Men Corporate Directors Contribute Differently to Board Deliberations" (2007). Student Scholarship. 134.
https://commons.case.edu/studentworks/134