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The CEO's Boss: Tough Love in the Boardroom
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(c) 2025 Columbia University Press. All Rights reserved.
Page 5
Table of Contents
Page 9
Acknowledgments
Page 13
1. The Social Contract
Page 26
2. Tough Love in the Boardroom
Page 42
3. Why the Right Partnership Matters
Page 57
4. Leadership Metrics
Page 70
5. How the Partnership Can Go Wrong: TTWO
Page 81
6. What Directors Need to Know Before Committing to a CEO
Page 100
7. The Board’s Commitment to the CEO
Page 114
8. Effective Board Dynamics: How Directors Interact as a Team
Page 135
Epilogue: 2020 Foresight
Page 141
Notes
Page 147
Index
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Table of Contents (4)
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1. The Social Contract (13)
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2. Tough Love in the Boardroom (16)
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3. Why the Right Partnership Matters (15)
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4. Leadership Metrics (13)
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5. How the Partnership Can Go Wrong: TTWO (11)
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6. What Directors Need to Know Before Committing to a CEO (19)
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7. The Board’s Commitment to the CEO (14)
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8. Effective Board Dynamics: How Directors Interact as a Team (21)
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Epilogue: 2020 Foresight (6)
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Notes (6)
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Index (6)
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I N D E X 137 dysfunction, 42, 44, 63–64, 66; of CEO, General Electric (GE), 21, 35, 36–37, 22–24, 56 38–39 General Motors, 1 earnings per share (EPS), 19 goals, 4, 18–19, 46, 47, 91, 94, 112, 113, Eckbo, B. Espen, 67 126 eff Goizueta, Roberto, 17, 18, 20, 41, 43, 69 ectiveness: and board/CEO partnership, 1–3, 5–6, 7, 125, 126; and Goldstone, Steven F., 118 board of directors, 106–11; and Goleman, Daniel, 106 leadership, 1, 3, 47–48 Golub, Harvey, 118 Egan, Sean, 16 Good to Great (Collins), 23 Eibeler, Paul, 62, 64–65 governance, corporate, 123, 126; Eickhoff predictions for, 127–28; successful, 3, , Harold, 125 Eller, Tim, 126 125 emotional intelligence (EQ), 106, 110 Grace, Oliver R., Jr., 60, 62 entrepreneurs, 37, 59 Gregory, Joseph M., 20, 24, 55 Ewing Township Board of Education, 80–84, 87 Haberkorn, Judith R., 118 Execution (Bossidy), 40 Hake, Ralph, 119 expressive leadership, 36–37, 49, 51, 108, Hambrick, D.C., 22, 31, 69, 72–73 109, 112–13, 114; as social style, 31–34 Hansen, Alfred G., 44 Henderson, A., 31 failures, 1, 123; leadership, 2, 30, 52, 58, Hersey, Paul, 111, 114 64, 67; at Lehman Brothers, 9, 10, Hirsch, Neil S., 60 14–16, 54–57; in partnership, 10, 16, Holland, William R., 119 58, 64–65, 67; of tough love, 56, 104, Honey, P., 51–52 106 Hoover, Erna, 125 Fairbairn, Ursie, 126–27 How the Mighty Fall (Collins), 23–24 feedback: board, 90–95, 110; board/CEO partnership, 5–7, 89, 90, 92–94; IKEA, 72–73, 74, 78–79 executive, 46, 61–62, 91, 97–98 Immelt, Jeff rey, 21, 39, 53 Fenlon, Michael, 46, 100 infl ection, point of, 27, 28, 30, 40, 43, 53 Flug, Robert, 61, 62 innovation, 46, 48, 51 forming, 102, 103, 114 Innovator’s Solution (Raynor and Fredrickson, J. W., 72–73 Christensen), 9 Fukutomi, Gregory, 22 integrity, 3, 4, 45 Fuld, Richard, Jr., 1, 10, 14–16, 20, 21, 24, Ivester, Doug, 17, 18, 19, 20, 40–41, 43 54–57 JetBlue Airways, 24–29, 39, 43, 69 gamer generation, 58–59 John F. Welch Leadership Development gaps, leadership, 49–54; in amiable Center, 38–39 leadership, 52–53; in analytical Johnson, Dewey, 114 leadership, 53–54; in driver Johnson, Robert Wood, 6 leadership, 50–51; in expressive Johnson & Johnson, 6–7, 8 leadership, 51; identifying, 94–96, 98 Jones, Reginald, 35
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The CEO's Boss: Tough Love in the Boardroom
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(c) 2025 Columbia University Press. All Rights reserved.
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The CEO's Boss: Tough Love in the Boardroom
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(c) 2025 Columbia University Press. All Rights reserved.
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