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Power and Influence in and Around the Boardroom

Terry McNulty

Centre for Corporate Strategy and Change, Warwick Business School, University of Warwick, Coventry CV4 7AL, England.

This paper presents the early findings of a pilot study of the power and influence of part-time board members in the top 200 U.K. industrial and commercial firms by turnover and the top 50 U.K. financial institutions. The part-time board members hold multiple roles of either chairman and/or non-executive director of these organizations. The findings are presented around a tripartite model of power and influence. The results indicate that the power and influence of part-time board members is shaped by the simultaneous and interactive effects of a set of structural and contextual factors, position and skill in mobilizing a constellation of power sources, and skill and will in converting potential power into actual influence.

Key Words: power • influence • chairmen • non-executive directors

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