ABSTRACT
Some research indicates that the concept of "independence" of the board director and its inevitable value to the corporation may be contested. The research indicates that the less independent but more experienced, knowledgeable and connected directors would be of greater value to the chief executive officer (CEO)/managing director (MD) and the organization. Chairmen need to provide strategic counsel to the CEO and encourage board members to engage in productive critical discussions. They need to develop that dynamic partnership between the CEO and the board. They need to develop a strong talent bench, ensuring that the senior executive team are working effectively with the CEO and enabling them and, in time, also mentoring them or ensuring that the right environment exists to develop the executives of the future. CEOs should be allowed to demonstrate their leadership and management, whilst the board should be able to "interfere" should they feel this is part of the prudent corporate control.
