This paper examines how directors’ board leadership roles and committee responsibilities shape governance effectiveness. The study shows that piling on leadership roles and committee assignments can create cognitive demands that weaken governance outcomes, while more diversified committee portfolios can strengthen governance by helping directors allocate their attention more strategically.
Authors and Affiliations:
● Shelby L. Gai (Michigan State University)
● J. Yo-Jud Cheng (University of Virginia)
