Four styles of corporate leadership What does it take to be a good chairman?CCG,the London-based headhunters,has attempted to find out.It interviewed 48 chairs - 28 of whom were from the 100 biggest UK companies listed on the London Stock Exchange -and 12 chief executives.It then sent questionnaires to more than 400 main board members of 151 large Stock Exchange-listed UK companies and analysed replies from 117 individuals,including 36 of those interv

Four styles of corporate leadership
What does it take to be a good chairman?CCG,the London-based headhunters,has attempted to find out.It interviewed 48 chairs - 28 of whom were from the 100 biggest UK companies listed on the London Stock Exchange -and 12 chief executives.It then sent questionnaires to more than 400 main board members of 151 large
Stock Exchange-listed UK companies and analysed replies from 117 individuals,including 36 of those interviewed.
Four distinct,preferred styles of corporate leadership emerged:Facilitators are hands-off,working with and through a chief executive.They have warm and open personal relationships with all board members.Their style is trusting,supportive,sensitive,aware and purposeful.There is a balance between head and heart,between deliberately standing back to see the wider perspective and involvement with people,issues and vision.This style was the most popular,favoured by 32 per cent of respondents.
Thinkers：work through a chief executive but have no doubt about their own power and are likely to get their own way on the big issues.They can be a formidable combination with a chief executive,provided both agree on fundamentals.Although they are trusted,relationships will be more distant and based on respect,with a recognition of
private agendas.Penetrating understanding of the issues and the people is likely to be accompanied by strongly held (but not always disclosed) views.Favoured by 25 per cent.though not much liked by chief executive.
Integrators ：are talented at winning both hearts and minds,and intellectually brilliant,with a flair (gift or ability) for communication and relationships.Their style is open,trusting,empathic (able to understand another person’s feelings and experience) and empowering.They have strong strategic and analytical skills,and are able to see the big picture.They are immersed in（沉浸在,专注于）the business.They are more interested in strategy than operations and would work best sharing leadership with a chief executive who complements（补充,与…相配）their qualities.Preferred by 20 per cent of respondents,but most popular among non-executive directors.
1.Each of the statements a-d was made by someone with one of the four management styles in the article.Match each statement with the management style of the person who said it (8).
a) I believe in delegating responsibility as much as possible.I try to be open and trusting towards the people I work with.I leave detail to my managers and focus on longer-term strategy,rather than day-to-day operations.I get on really well with non-executive directors.
b) I'm really interested in what motivates people and I try to balance emotional issues with intellectual ones.I think it's really important to get on with other people and understand their concerns.I try and support the people I work with as much as possible.
c) I work very closely with the CEO and we make a great team.I have very clear and strong views about what needs to be done,but I don't always tell people what they are!I have respect for the people I work with,and I expect them to respect me.
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