Date of Award


Document Type


Degree Name

Bachelor of Arts


Leadership Studies


The present study seeks to understand why greater structural board independence may not necessarily strengthen the board's overall power in its relationship with the CEO; and, further, it aims to determine what factors do affect board leader-follower relations. Existing research has studied CEO's reactions to the implicit loss of their structural sources of power. However, very little research has been devoted to the suggested notion that CEO's may use unconventional influence tactics in order to maintain their power at levels equivalent to before structural board change. This study strives to discover what tactics CEO's may use in order to sustain effective leader- follower board relations. These tactics may be utilized despite the board composition, or in order to offset the effects of the board composition. Yet, when used, these tactics serve as a mechanism for CEO's to maintain effective control and high levels of influence with the members of the board. This study hypothesizes that CEOs often maintain more effective control over the board through the use of influence tactics and behavioral indicators, and as a consequence board composition plays a less significant role than originally suspected in determining the level of control which the CEO can maintain over the board.