Leadership: Governance
Article Index
Leadership: Governance
1.1 Malcolm Baldrige on Organisational Governance
1.2 An Introduction to Good Corporate Governance
1.3 Start Boards: the Functions and Responsibilities of Boards
1.4 The Future of Governance and Regulation
1.5 Managing Risk in the New Era of Regulatory Enforcement
1.6 The Compliance Challenge: Managing Legal and Regulatory Risk
2.1 Examples of Good Governance
2.2 European Corporate Governance Conference
2.3 World Finance Corporate Governance Awards
2.4 SC (Cyber Security) Awards
3.1 The Good Governance Awards Winner: Aidlink Annual Report 2016
3.2 Excellence in Governance Awards Winner: Vancouver International Airport
3.3 Charity Governance Award Winner: ActionAid
3.4 SC Awards Winner for Best Regulatory Compliance Solution: RSA Archer
3.5 Best Corporate Governance UAE: Agthia Group
3.6 The Chartered Governance Institute (ICSA) Awards: Land Securities Group (Landsec)
4.1 The Benefits of Good Corporate Governance to SMEs in South Africa
4.2 Corporate Governance Models Explained
4.3 Global and Regional Trends in Corporate Governance
4.4 A Comparison of Corporate Governance Systems in Four Countries
4.5 Corporate Governance Guidelines: Japan Revitalisation Strategy 2016
4.6 The Future of Corporate Governance Systems
4.7 MBIEs Regulatory Management Strategy
4.8 Embracing Innovation in Government: Global Trends 2018
4.9 OECD Indicators of Regulatory Policy and Governance
5.1 Building High Performing Organisations: Nine Steps to Effective Governance
5.2 Governance Framework for SMEs
5.3 Best Practice Guide for SMEs
5.4 Adaptive Governance Quick Guide
5.5 Asset Management Framework and Governance
5.6 Corporate Governance Handbook
5.7 The Formal and Informal Tools of Design for Governance
5.8 Collaborative Governance: a Guide for Grantmakers
5.9 Governance Framework for the Higher Education System
5.10 Compliance and Ethics Resource Guide
5.11 Risk Management Systems of Responsible Entities
6.1 Board Development (Not-for-Profit)
6.2 Corporate Governance Self-Assessment
6.3 Governance - Not for Profit Self-Assessment
6.4 Board Evaluation Questionnaire
6.5 Regulatory Assessment Toolkit
6.6 Good Governance: What We Think It Is and What We Really Measure
6.7 Performance Measurement by Regulators: Good Practice Guide
7. What do business leaders say about about good governance?
8. Conclusion
Governance is the ethical and effective management of an organisation by its executives and its governing board of directors or trustees. The corporate governance framework consists of rules, practices and processes to ensure accountability, fairness and transparency in an organisation’s relationship with all of its stakeholders (including financiers, customers, management, employees, government and the community).

In This Report

  1. What is “governance”?
  2. Which organisations have received recognition for good governance?
  3. How have organisations reached high levels of good governance?
  4. What research has been undertaken into governance?
  5. What tools and methods are used to support high levels of successful governance?
  6. How can good governance be measured?
  7. What do business leaders say about governance?
  8. Conclusion.

The Stage

Good governance is important for all organisations – from start-ups to large corporations – and most strive for excellence in their corporate governance structures. For instance, for smaller organisations, an external perspective from a trusted advisor can be invaluable to sustaining growth. Larger organisations sometimes find that merely running a profit is not enough for their shareholders; they also need to showcase good corporate citizenship by demonstrating environmental awareness, ethical behaviour and sound corporate governance practices.

As organisations grow, the governance role becomes more formal, and a board or an advisory committee may be established. The board, which is made up of directors, is the primary influencer of corporate governance. Directors are usually elected by shareholders or appointed by existing board members. They consist of insiders – major shareholders, founders or executives – or independent external members, who have good experience of managing other organisations. It is important to get a good balance of insiders and independent members to align power and shareholder interest.

Good governance has a profound impact on an organisation’s vision. It gives the organisation a ‘big picture’ overview of itself, which is distinct from its operations; this ensures strong accountability and operational oversight. In addition, good governance improves overall performance; identities and mitigates risks; and, finds a balance between short-term gain and long-term wealth.

Bad governance, on the other hand, casts the organisation in a bad light and can damage its reputation: reliability, integrity and obligations to shareholders have major implications on the financial health and long-term sustainability of an organisation. Negligence or complacency can lead to illegal activities. Scandals such as Enron and WorldCom are a stark reminder of what can go wrong when good governance is ignored or deliberately circumvented. These scandals not only bankrupted high-profile corporations, they also shook investor and public confidence at a global level.

To support good governance, many countries and regions are improving regulatory standards and accountability in organisations. It is critical for an organisation to choose its board and senior management wisely and to constantly evaluate their performance.

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