The Key to a Better Board: Team Dynamics

Harvard Business Review

My recent research provides evidence of what directors (and academics) have intuitively known for years but have been unable to verify — namely that the quality of board members’ interactions are crucial to board success. Christopher Earley (see “ Cultural Intelligence ” by Earley and Elaine Mosakowski in the October 2004 HBR). My prior research showed that recruiting “strangers” to boards tends to generate higher levels of governance quality.