ABSTRACT
Port leadership is subject to a complex setting related to port governance, the socioeconomic environment, and the main goals of reconciling interest groups. One of the most significant differences between the CEO of a private corporation and a public port leader is that port authorities may be subject to significant political influence. Most ports have published mission statements, while others provide mission, vision, and values or a complete copy of their strategic plan online. A strategic planning or a visioning process that helps create alignment among board members and the executive staff can be crucial to minimizing conflicts. Alignment should be sought not just between the port director and the Board but among board members. A board with split philosophy on mission fundamentals presents a significant challenge for the director. Even if the port executive team and board are in alignment on mission, port business customers typically expect that the port’s primary focus is on them and their business objectives.
