Leadership change in New Zealand agricultural co-operative boards
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Authors
Date
2012
Type
Monograph
Abstract
Good quality leadership transition for New Zealand Agricultural Cooperatives
is characterised by the following
• Robust regular board discussion on future Board leadership
• Identifying skill training requirements within the Board
• Identifying potential leaders outside of the Board and providing
leadership training
• Using independent directors skills in the process
• Once a new chair is identified, having a transition plan in place
The risks to a well planned leadership transition program are:
• Allowing the transition to become a political one
• Having good governance disrupted through the non-planned
loss of key members of the Board
The New Zealand Agricultural Co-operatives surveyed all discuss
board leadership at least annually. However there is a significant
difference in the depth of the discussion as some co-operatives have
significant structures attached to the discussion while others have
very little formal structures.
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