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Columbia University Press
08 January 2019
Management: leadership & motivation
The CEO's Boss, originally published in 2010, is the definitive guide to a productive working relationship between corporate boards and CEOs. Speaking to an era when company directors must monitor the actions and day-to-day operations of their CEO, William M. Klepper offers eight essential lessons to help boards operate more effectively in this bold and independent role. Since the publication of the first edition, Klepper has continued to develop and apply its lessons for a variety of businesses and settings.

In this second edition, Klepper renews the paradigm set forth in the first, with new case studies of companies such as Wells Fargo, BP, Hewlett-Packard, and Proctor & Gamble. Giving directors, executives, investors, and stakeholders the tools to make crucial relationships work, Klepper details the best techniques for selecting the right CEO, establishing a working relationship, and giving effective feedback. He affirms the importance of the social contract between directors and their CEOs, encourages directors to embrace their independence, and teaches executives to value tough love. He revisits the first edition's case studies and derives new insights from how these companies followed-or failed to heed-the book's precepts. He also takes a close look at the predictions he made almost ten years ago, providing new forecasts and integrating core knowledge to ensure that The CEO's Boss remains essential in our ever-changing business landscape.
By:   William Klepper (Academic Director Executive EducationProfessor of Management Columbia University)
Imprint:   Columbia University Press
Country of Publication:   United States
Edition:   Second Edition
Dimensions:   Height: 229mm,  Width: 152mm, 
ISBN:   9780231187503
ISBN 10:   0231187505
Series:   Columbia Business School Publishing
Pages:   304
Publication Date:   08 January 2019
Audience:   Professional and scholarly ,  General/trade ,  Undergraduate ,  ELT Advanced
Format:   Hardback
Publisher's Status:   Unspecified
Acknowledgments Preface 1. The Social Contract 2. Tough Love in the Boardroom 3. Why the Right Partnership Matters 4. Leadership Metrics 5. How the Partnership Can Go Wrong: Take-Two Interactive 6. What Directors Need to Know Before Committing to a CEO 7. The Board's Commitment to the CEO 8. Effective Board Dynamics: How Directors Interact as a Team Epilogue Is Prologue Appendix A: Outstanding Directors Appendix B: Interview with Glenn Hubbard Notes Index

William M. Klepper is a management professor at Columbia Business School. His scholarship and teaching focus on executive leadership and corporate governance. He has worked with a number of major corporations in custom programs and has served as vice president of the College of New Jersey, president of his school board, president of his county legislature, and mayor of his township.

Reviews for The CEO's Boss: Tough Love in the Boardroom

This sharply focused book fills a very important gap in boardrooms and the literature on corporate governance. William M. Klepper is a highly skilled researcher.--Ram Charan, business consultant and author of The High-Potential Leader: How to Grow Fast, Take on New Responsibilities, and Make an Impact The CEO's Boss serves up a wealth of practical, hands-on recommendations to build a productive partnership and a plan of action for a variety of businesses and settings.... For anyone who wants to take board evaluation, leadership structure, and dynamics to the next level, The CEO's Boss is inspired reading and will provide impetus for discussion.--Corporate Board Member The CEO's Boss is a must-read for anyone who looks to be taking the highest position in a company.--Midwest Book Review Too many researchers forget that we have as much--or more--to learn from failure as we do from success. By examining transitions that have worked and ones that haven't, William M. Klepper has given us new perspective on how boards can work with CEOs while still holding them accountable. This work is a much-needed addition to the canon of board-level best practices.--Michael E. Raynor, author of The Strategy Paradox and coauthor of The Innovator's Solution Everybody needs a superior, even the company CEO, and governing boards have increasingly answered the call. In doing so, they have added plenty tough love to the executive suite, as William Klepper has so well chronicled in The CEO's Boss, with rich accounts of the partnerships, sometimes flawed, between bosses and boards from BP and Lehman to Hewlett-Packard and Wells Fargo.--Michael Useem, professor of management, Wharton School, and coauthor of Boards That Lead

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