Sharing the lead: examining lead independent director appointment

Many companies now use lead independent directors, yet little is known about when they are selected, who is selected, what impact their selection has on performance, and whether their selection prevents the future separation of the CEO and chair position. New research by Professor of Strategy Matthew Semadeni explores these four questions.

Lead independent directors represent a power-sharing compromise between the CEO/chair and the board, according to a study by Matthew Semadeni, professor of strategy and a Dean’s Council Distinguished Scholar, and his co-authors.

Read the Director Notes report adapted from, “Compromise on the Board: Investigating the Antecedents and Consequences of Lead Independent Director Appointment,” by Semadeni and his co-authors, Ryan Krause, assistant professor of strategy at the Neeley School of Business at Texas Christian University, and Michael Withers, assistant professor of management in the Mays Business School at Texas A&M University:

Sharing the Lead: Examining the Causes and Consequences of Lead Independent Director Appointment