Russia: Powerful Moderation

Abstract

Chapter 15 is dedicated to board chairs in Russia, where relationships are more important than institutions. It depicts board leaders as pragmatists working both within institutional and informal contexts to get their job done. They balance authoritative and facilitating modes of operating, and use a range of practices from “traditional” conversations behind closed doors to “modernist” coaching sessions with directors. Chairs in Russia work proactively with significant shareholders, whom they often consider to be their ultimate masters. Engagement with CEOs is also high on their agenda, but it takes various forms—from dominant mentoring to advising—depending on the social status of the parties involved and their relationship to ownership.