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|About the Authors||p. xiii|
|Introduction: Leveraging Your Board's Leadership Capability||p. 1|
|Leadership in Your Boardroom|
|Leadership: The Key to Effective Boards||p. 25|
|Why Your Board Needs a Non-Executive Chair||p. 51|
|The Joint CEO/Chairperson Leadership Issue in Sharp Relief||p. 69|
|First Among Equals: Leading Your Fellow Directors as a Board Chair||p. 85|
|Appraising Your Board's Performance||p. 123|
|Getting the Right Directors on Your Board||p. 145|
|Women Directors in the Boardroom: Adding Value, Making a Difference||p. 197|
|Your Board's Crucial Role in Aligning CEO Pay and Performance||p. 227|
|CEO Succession: The Challenges and Opportunities Facing Your Board|
|Managing the CEO's Succession: The Challenge Facing Your Board||p. 253|
|Beyond Best Practices: Revisiting the Board's Role in CEO Succession||p. 277|
|Ending the CEO Succession Crisis||p. 313|
|Improving Your Board's Performance and Impact|
|How Your Board Can Leverage Team Practices for Better Performance||p. 337|
|What Your Board Needs to Know: Early Warning Signs That Provide Insight to What Is Really Going On in Companies||p. 365|
|Globalizing the Company Board: Lessons from China's Lenovo||p. 401|
|Conventional Wisdom, Conventional Mythology, and the True Character of Board Governance||p. 445|
|Table of Contents provided by Ingram. All Rights Reserved.|
Jay A. Conger holds the Kravis Research Chair in Leadership Studies at Claremont McKenna College. He is the coauthor of Corporate Boards: New Strategies for Adding Value at the Top, Building Leaders, and The Practice of Leadership as well as eleven other books on leadership.