Proceedings of the Inaugural IJDG Conference

International Journal of Disclosure and Governance (2008) 5, 8–14. doi:10.1057/palgrave.jdg.2050071; published online 22 November 2007

Recruitment, training and assessment (and removal) of directors post SOX

Sox's Fifth Birthday: A Candid, No Holds Barred Debate on the Good,
the Bad and the Unresolved, Rutgers Business School, Newark, New Jersey,
21st September, 2007

Richard W Leblanc1

Correspondence: Richard W. Leblanc, York University, School of Administrative Studies, Atkinson College, 202A, 90 Pond Road, Toronto, Ontario, Canada. E-mail: rleblanc@yorku.ca

1is a qualitative researcher in corporate governance, who is migrating towards mixed methods research, using the results of his qualitative inquiry (interviews and board observation) towards quantitative inquiry (surveys to assess the effectiveness of boards, committees and individual directors). Dr Leblanc has served as an expert witness for under-performing boards, advised regulators and securities commissions on the assessment of individual directors, and has been an external advisor to boards that have won national awards and peer endorsement from institutional shareholders for their governance practices. Prof. Leblanc has also assessed the effectiveness of audit, compensation and nominating committees, as well as board and committee chairs, CEOs and other directors.

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