The aim of this paper is to bring together some of the foundational and recent
literature interlinking corporate governance and the leadership role of the board
of directors. Strategic leadership is widely assumed to be a responsibility that defaults to
the Chief Executive Officers (CEOs). However, in practice, what most CEOs do is strategic
management rather than strategic leadership. While strategic management does
share key aspects of strategic leadership CEOs are expected to prioritize the managerial
side over the leadership side. This is just one of the situations in which the boardroom
assumes the leadership role. This paper discusses how boards of directors conduct
the process of strategic leadership in their organizations. In recent years there has
been an increasing interest among scholars to understand how boards strategize from
a behavioral point of view. This growing interest has resulted in the development of
various typologies regarding boards’ involvement in the strategic leadership processes.
