Introduction

This introduction presents an overview of the key concepts discussed in the subsequent chapters of this book. The book describes a fresh approach to understanding how strategic decisions are made in the board context, challenging the under-socialised view of non-executive directors’ (NEDs) involvement in decision-making and shows how they exercise accountability in value creation. Most NEDs have well-developed ties and networks quite independent of the company and, while having personalities and reputations that represent valuable diversity, possess an inherent potential for tension. The book provides insights for board chairs on how a healthy dynamic and a vibrant culture may be developed and sustained. It aims to discuss the complex social reality into which NEDs must fit and, consequently, the behavioural patterns they often demonstrate while arriving at a decision with their board peers. The book also describes how social identity and power play a role in who influences whom and how such attempts are received and reacted to.