This study begins with an exploratory analysis of non-US voices concerning the nature of the causes of the global financial crisis. The analysis provides glimpses of the globalized extent of assumptions shared, but not debated within the globalization convergence of financial markets as the neo-liberal project.

The purpose of this paper is to highlight the serious limitations of neo-liberal capitalism and urge for a shift to socialized capital before further economic deterioration leads to a succession of global conflicts.

In View magazine, a senior management publication of the NHS Institute for Innovation and Improvement, recently interviewed Andrew about boardroom effectiveness for its July 2008 edition .

Andrew discusses the evolving role which boards have assumed since their creation 250 years ago while stressing that the relationship which board members enjoy, particularly between CEOs and Chairmen, is still crucial to effectively shaping an organisation’s vision.

The quality, integrity, skill and wisdom of UK Board Chairmen is seen to be unimpeachable. However, a comprehensive survey of all FTSE 350 Directors raises question marks over the effectiveness of their contributions to Board performance, effective organisational governance and shareholder accountability. These three concerns offer real opportunities for improved performance.

There is general consensus that Chairmen are trustworthy individuals of integrity. The openness and mutual respect in their relationships with CEOs and MDs is ranked highly by all Board members and their commitment to organisational goals is valued.

Nevertheless, there is a perception, particularly among Deputy Chairmen, that Chairmen seek insufficient feedback on their own performance. Similarly, Deputy Chairmen see Chairmen as being ill-disciplined, suggesting that there is room for improvement around the area of internal governance.

Insufficient attention has been given to the role of chairman. The study offers additional insight on how demographic factors influence the shaping and determination of the role of chairman. This paper should be of interest to practitioners, consultants, line managers, board members, chairmen, management academics and business studies students.

After the corporate scandals of the last few years and tightened corporate governance, the role of the chairman is set to become ever more important. Andrew and Nada Kakabadse chart the return of the chairman.

The attention given to corporate governance has engendered little inquiry into one critical aspect of boardroom dynamics – the Chairman/CEO relationship. The reasons for the lack of attention to the Chairman/CEO dyad are highlighted, as well as the board and organisational performance reasons for maintaining role separation or entering into duality.