Making the governance of public bodies work: chair-chief executive relationships in practice

Heald, D. and Steel, D. (2015) Making the governance of public bodies work: chair-chief executive relationships in practice. Public Money and Management, 35(4), pp. 257-264. (doi: 10.1080/09540962.2015.1047266)

Abstract

The importation, over the past 30 years, of private sector governance mechanisms into public sector bodies at arm's-length from government has brought greater focus on the relationship of part-time non-executive chairs and full-time chief executives. This paper explores this relationship in 14 UK public bodies, based on in-depth interviews with chairs, chief executives and, as triangulation, audit committee chairs. The findings concern the negotiated differentiation of roles; the effects of the chief executive's separate authority as accounting officer on internal governance; the management of external stakeholders; and how crises can affect roles and relationships. Improved processes of training and mentoring are proposed.

• Item Type: Articles
• Additional Information: The authors gratefully acknowledge a grant from the British Academy (SG10591) and an award from the University of Aberdeen Knowledge Exchange and Transfer Fund.
• Keywords: Public sector corporate governance, Chair-Chief Executive relationships, Accounting Officer, public bodies, quangos, HB Economic Theory
• Status: Published
• Refereed: Yes
• Glasgow Author(s) Enlighten ID: Heald, Professor David
• Authors: Heald, D., and Steel, D.
• College/School: College of Social Sciences > Adam Smith Business School > Accounting and Finance
• Journal Name: Public Money and Management
• Publisher: Routledge
• ISSN: 0954-0962
• ISSN (Online): 1467-9302