東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back

Switch To: Labeled | MARC Mode | ISBD

Leadership, board governance, direct...

Woodruff, Thomas Milburn.

Linked to FindBook

Google Book

Amazon

博客來

Leadership, board governance, director independence, and corporate performance: A quantitative, correlational study of community banks.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Leadership, board governance, director independence, and corporate performance: A quantitative, correlational study of community banks./
Author:	Woodruff, Thomas Milburn.
Description:	232 p.
Notes:	Source: Dissertation Abstracts International, Volume: 68-12, Section: A, page: 5138.
Contained By:	Dissertation Abstracts International68-12A.
Subject:	Business Administration, Banking. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3294998
ISBN:	9780549396079

Leadership, board governance, director independence, and corporate performance: A quantitative, correlational study of community banks.
Woodruff, Thomas Milburn.

Leadership, board governance, director independence, and corporate performance: A quantitative, correlational study of community banks. - 232 p.

Source: Dissertation Abstracts International, Volume: 68-12, Section: A, page: 5138.

Thesis (D.M.)--University of Phoenix, 2007.

This quantitative, correlational study examined the relationships among leadership, board governance, director independence, and corporate performance in community banks. Reviewed literature suggested that more empowering leadership encouraged more involved board governance, and coupled with higher levels of director independence produced higher performance. This study provided evidence that more empowering leadership was positively related to governance and may indeed encourage more involved governance and higher levels of director independence in community banks. The unexpected conclusion, however, was that collectively and independently community banks with more empowering leadership, more involved governance, and more independent directors produced lower corporate performance in this sample than community banks with more authoritative leadership, less involved governance, and less independent directors. The findings suggest that the more collaborative strategic board relationships recommended by Sarbanes-Oxley and current bank regulations do not have the positive influence on bank performance that are intimated with these guidelines. This outcome may create a substantial barrier to substantive reforms designed to increase director independence and involvement in board governance. Further research is needed to replicate the relationships tested here in larger, publicly held banks, and in a broader national population of banks. Recommendations posed here invite community bank leaders, community bank directors, and community bank regulators to reflect on the accuracy of current theory and professional guidance relating to strategic board relationships and performance in community banks.

ISBN: 9780549396079Subjects--Topical Terms:

1018458
Business Administration, Banking.

Leadership, board governance, director independence, and corporate performance: A quantitative, correlational study of community banks.
LDR:02567nam 2200253 a 45 001 949048
005 20110525
008 110525s2007 ||||||||||||||||| ||eng d
020 $a 9780549396079
035 $a (UMI)AAI3294998
035 $a AAI3294998
040 $a UMI $c UMI
100 1 $a Woodruff, Thomas Milburn. $3 1272427
245 1 0 $a Leadership, board governance, director independence, and corporate performance: A quantitative, correlational study of community banks.
300 $a 232 p.
500 $a Source: Dissertation Abstracts International, Volume: 68-12, Section: A, page: 5138.
502 $a Thesis (D.M.)--University of Phoenix, 2007.
520 $a This quantitative, correlational study examined the relationships among leadership, board governance, director independence, and corporate performance in community banks. Reviewed literature suggested that more empowering leadership encouraged more involved board governance, and coupled with higher levels of director independence produced higher performance. This study provided evidence that more empowering leadership was positively related to governance and may indeed encourage more involved governance and higher levels of director independence in community banks. The unexpected conclusion, however, was that collectively and independently community banks with more empowering leadership, more involved governance, and more independent directors produced lower corporate performance in this sample than community banks with more authoritative leadership, less involved governance, and less independent directors. The findings suggest that the more collaborative strategic board relationships recommended by Sarbanes-Oxley and current bank regulations do not have the positive influence on bank performance that are intimated with these guidelines. This outcome may create a substantial barrier to substantive reforms designed to increase director independence and involvement in board governance. Further research is needed to replicate the relationships tested here in larger, publicly held banks, and in a broader national population of banks. Recommendations posed here invite community bank leaders, community bank directors, and community bank regulators to reflect on the accuracy of current theory and professional guidance relating to strategic board relationships and performance in community banks.
590 $a School code: 0850.
650 4 $a Business Administration, Banking. $3 1018458
650 4 $a Business Administration, Management. $3 626628
690 $a 0454
690 $a 0770
710 2 $a University of Phoenix. $3 1018420
773 0 $t Dissertation Abstracts International $g 68-12A.
790 $a 0850
791 $a D.M.
792 $a 2007
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3294998