ABSTRACT
Boards and board behaviour cannot be regulated or managed through organisational structures and controls alone; rather, behaviour is developed over time as a result of responding to existing and anticipated situations. Full psychological and board-as-a-whole assessment should include assessment of behaviour, experience, knowledge, motivation, intellect, and group dynamics. The behavioural repertoire and characteristics of the high-performing Chair is extensive: high level analytical and intellectual capability, emotional maturity, awareness and consideration of others and their value, physical vitality and stamina, intelligence and action-orientated judgement, eagerness to accept responsibility and task competence. Techniques such as behavioural event interviewing, psychometric assessments, work-based tests, and cognitive and numerical reasoning tests considerably enhance the chance of predicting how successful individuals are likely to be in role and what will be needed to help them succeed. The role of boards is to position the organisation in its context, and decide on sustainability and direction of the total organisation.
