Foreword xv
Acknowledgements xix
Introduction 1
Chapter 1: Boards of Directors Have Failed and We Don't Know Why 5
Chapter 2: The Many Forms of the Modern Corporation 31
Chapter 3: Contemporary Directors: Who Are They, What Do They Do, and How Well Do They Do It? 49
Chapter 4: Best Board Practices and Assessments: Necessary but Not Enough 81
Chapter 5: The Traditional Board: The Triumph of Structure 105
Chapter 6: The Effective Board: Function Not Form 133
Chapter 7: Effective Directors for Effective Boards: Putting Them Together 153
Chapter 8: The Director Behavioural Types 171
Chapter 9: A Special Type of Director: The Chair of the Board 201
Chapter 10: "C-B-S-R"--How to Build a Better Board 221
Chapter 11: The Coming Revolution in Corporate Governance 245
Appendix A: Qualitative and Quantitative Research Methodologies: How Do They Differ? 259
Appendix B: The Research Process: Getting into the Boardrooms, Obtaining the Interviews and Analyzing the Data 263
Bibliography 285
Index 299

Distinguished governance experts offer cures for what ails ourboards of directors
In light of corporate malfeasance in recent years, thegovernance of corporations has been receiving great attention fromregulators, researchers, shareholders, and directors themselves.Based on Richard Leblanc's in-depth five-year study of 39 boards ofdirectors of both for- and not-for-profit organizations, Building aBetter Board goes behind the scenes to reveal the inner workings ofboards of directors, including how they make decisions.
Recently chosen as one of Canada's "Top 40 Under 40"(TM), DrRichard Leblanc is an award-winning teacher and researcher,certified management consultant, professional speaker, professor,lawyer and specialist on boards of directors. He can be reached atrleblanc@yorku.ca. JamesGillies, PhD (Toronto, Ontario, Canada), is Professor Emeritus atthe Schulich School of Business, York University, where he servesas Chair of the Canada-Russia Corporate Governance Program.