FourstylesofcorporateleadershipWhatdoesittaketobeagoodchairman?CCG,theLondon-basedheadhunters,hasattemptedtofindout.Itinterviewed48chairs-28ofwhomwerefromthe100biggestUKcompanieslistedontheLondonStockExchange-a

　　Fourstylesofcorporateleadership

　　Whatdoesittaketobeagoodchairman?CCG,theLondon-basedheadhunters,hasattemptedtofindout.Itinterviewed48chairs-28ofwhomwerefromthe100biggestUKcompanieslistedontheLondonStockExchange-and12chiefexecutives.Itthensentquestionnairestomorethan400mainboardmembersof151large

　　StockExchange-listedUKcompaniesandanalysedrepliesfrom117individuals,including36ofthoseinterviewed.

　　Fourdistinct,preferredstylesofcorporateleadershipemerged:Facilitatorsarehands-off,workingwithandthroughachiefexecutive.Theyhavewarmandopenpersonalrelationshipswithallboardmembers.Theirstyleistrusting,supportive,sensitive,awareandpurposeful.Thereisabalancebetweenheadandheart,betweendeliberatelystandingbacktoseethewiderperspectiveandinvolvementwithpeople,issuesandvision.Thisstylewasthemostpopular,favouredby32percentofrespondents.

　　Thinkers：workthroughachiefexecutivebuthavenodoubtabouttheirownpowerandarelikelytogettheirownwayonthebigissues.Theycanbeaformidablecombinationwithachiefexecutive,providedbothagreeonfundamentals.Althoughtheyaretrusted,relationshipswillbemoredistantandbasedonrespect,witharecognitionof

　　privateagendas.Penetratingunderstandingoftheissuesandthepeopleislikelytobeaccompaniedbystronglyheld(butnotalwaysdisclosed)views.Favouredby25percent.thoughnotmuchlikedbychiefexecutive.

　　Integrators：aretalentedatwinningbothheartsandminds,andintellectuallybrilliant,withaflair(giftorability)forcommunicationandrelationships.Theirstyleisopen,trusting,empathic(abletounderstandanotherperson’sfeelingsandexperience)andempowering.Theyhavestrongstrategicandanalyticalskills,andareabletoseethebigpicture.Theyareimmersedin（沉浸在,专注于）thebusiness.Theyaremoreinterestedinstrategythanoperationsandwouldworkbestsharingleadershipwithachiefexecutivewhocomplements（补充,与…相配）theirqualities.Preferredby20percentofrespondents,butmostpopularamongnon-executivedirectors.

　　1.Eachofthestatementsa-dwasmadebysomeonewithoneofthefourmanagementstylesinthear