Investigating the Influence of Board leadership on Director's Strategic Involvement Through Team Production Culture

Document Type : Research Article


1 MSc. Management faculty, Payamnoor University, Tehran, Iran

2 MSc. Rahborad Shomal University, Guilan, Iran


Nowadays in consequence of widespread changes of corporate governances, chairman of the board has more real authorities on company decisions and due to his significant role in board leadership, is under the pressure of performance expectations. However, these changers are not made as it deserves in Iran and in spite of various effects of Chairman Leadership on board culture – especially team production culture- and board of director's strategic engagement, it requires more researches. Based on this fact, in this survey, boards of production cooperatives (just active firms) in Rasht city using Questionnaire are studied. Results revealed that the effective leadership of chairman can set an effective culture in which team production is on higher priority and subsequently can influence the strategic involvement of board of directors. On the other hand it is proved that open atmosphere of board meetings; preparedness, creativity and cohesion among directors can mediate the relationship between effective leadership of chairman and strategic involvement of board of directors.


Main Subjects



    8. منابع و مآخذ

    1. نادلر، دیوید؛ بهان، بورلی؛ نادلر، مایک (1389). چگونه هیئت مدیره‌ای بهتر بنا کنیم. ترجمة سیدمسلم علوی، تهران، دانشگاه صنعتی مالک اشتر.
    2. نجفی سیاهرودی، مهدی؛ علوی، سیدمسلم (1392). مدیریت جلسات هیئت مدیره: با تحلیلی بر مستندات جلسات در قبل، حین و پس از برگزاری. تهران، انتشارات مرکز ترویج حاکمیت شرکتی و مسئولیت‌­پذیری اجتماعی.
      1. Blair, M.; Stout, L. A. (1999). “A team production theory of corporate law”. Virginia Law Review, 85, 247-328.
      2. Blomqvist, A. E. (2009). Board contribution to value creation through innovation and entrepreneurship behavior, influencing the innovative posture of small and medium sized firms in Finland, a thesis submitted for fulfillment of master degree. Hanken School of economics, Finland.
      3. Finkelstein, S.; Mooney, A. C. (2003). “Not the usual suspects: How to use board process to make boards better”. Academy of Management Executive, 17, 101-113.
      4. Forbes, D.; Milliken, F. (1999). “Cognition and corporate governance: Understanding boards of directors as strategic decision making groups”. Academy of Management Review, 24, 489-505.
      5. Furr, R. M.; Furr, L. J. (2005). “Is your chairman a leader?”. Corporate Board, 26 (154), 11-15.
      6. Gabrielsson, J.; Huse, M. (2012). “Board Leadership and value creation: an extended team production approach”. In T. Clarke & D. Branson (eds), The SAGE Handbook of Corporate Governance, California: Sage publication, 233-250.
      7. Gabrielsson, J.; Huse, M.; Minichilli, A. (2007). “Understanding the Leadership Role of the Board Chairperson through a Team Production Approach”. International Journal of Leadership Studies, 3(1), 21-39.
      8. Heracleous, T. L. (1999). “Board of directors as leaders of organization”. Corporate governance, 7(3), 256-265.
      9. Huse, M. (2007). Boards, governance and value creation: The human side of corporate governance. England: Cambridge University Press.
      10. Huse, M.; Gabrielsson, J.; Minichilli, A. (2009). “Improving corporate governance practices“. In J. Burke & L. Cooper (eds), The peak performing organization, London, Routledge, 318-340.
      11. Huse, M.; Minichilli, A.; Schøning, M. (2005). “Corporate boards as assets for operating in the New Europe: The value of process-oriented boardroom dynamics”. Organizational Dynamics, 34, 285-297.
      12. James, C.; Brammer, S.; Connolly, M.; Spicer, D. E.; James, J.; Jones, J. (2012). A review of the literature on the role of the board chair: What are the messages for chairs of school governing bodies?. Report, CfBT Education Trust.
      13. Judge, W. Q.; Zeithaml, C. P. (1992). “Institutional and strategic choice perspectives on board involvement in the strategic decision process”. Academy of Management Journal, 35, 766-794.
      14. Kaufman, A.; Englander, E. (2005). “A team production model of corporate governance”. Academy of Management Executive, 19(3), 9-22.
      15. Leblanc, R. (2005). “Assessing board leadership”. Corporate governance: An international review, 13, 654-666.
      16. MacAvoy, P.; Millstein, I. (2003). The recurrent crisis in corporate governance. New York, Palgrave Macmillan.
      17. Mace, M. L. (1971). Directors: Myth and reality. Boston, Harvard University Press.
      18. Machold, S.; Huse, M. (2011). “Board Leadership and Strategy Involvement in Small Firms: A Team Production Approach”. Corporate Governance: An International Review, 19(4), 368-383.
      19. Rindova, V. (1999). “What corporate boards have to do with strategy: A cognitive perspective”. Journal of Management Studies, 36, 953-975.
      20. Roberts, J.; McNulty, T.; Stiles, P. (2005). “Beyond agency conceptions of the work of the non-executive director: Creating accountability in the boardroom”. British Journal of Management, 16, 5–26.
      21. Schein, E. H. (1992). Organizational Culture and Leadership. San Francisco, Jossey-Bass.
      22. Stiles, P.: Taylor, B. (2002). Boards at work: How directors view their roles and responsibilities. England, Oxford University Press.
      23. Zahra, S. A.; Pearce, J. A. (1989). “Boards of Directors and Corporate Financial Performance: A Review and Integrative Model”. Journal of Management, 15, 291–334.