John Carver



Average rating: 3.75 · 480 ratings · 38 reviews · 89 distinct worksSimilar authors
Boards That Make a Differen...

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3.69 avg rating — 216 ratings — published 1989 — 13 editions
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Reinventing Your Board: A S...

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3.65 avg rating — 71 ratings — published 1997 — 10 editions
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The Policy Governance Model...

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4.10 avg rating — 39 ratings — published 2009 — 9 editions
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Corporate Boards That Creat...

4.06 avg rating — 17 ratings — published 2002 — 6 editions
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Basic Principles of Policy ...

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3.92 avg rating — 12 ratings — published 1996 — 3 editions
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Carb Cycling: The Science a...

3.50 avg rating — 10 ratings3 editions
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Your Roles & Responsibiliti...

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3.89 avg rating — 9 ratings — published 1996 — 3 editions
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John Carver on Board Leader...

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really liked it 4.00 avg rating — 8 ratings — published 1993 — 4 editions
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Carb Cycling Lifestyle for ...

4.20 avg rating — 5 ratings4 editions
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Winning: A Fictional Novel

really liked it 4.00 avg rating — 5 ratings — published 1998
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More books by John Carver…
The Policy Governance Model... The Policy Governance Model... Policy Governance Model and... The Policy Governance Model... The Policy Governance Model...
(6 books)
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3.99 avg rating — 69 ratings

The Chairperson's Role as S... Your Roles & Responsibiliti... Three Steps to Fiduciary Re... Planning Better Board Meetings CarverGuide, Vol 6: Creatin... Board Assessment of the CEO Board Self-Assessment
(11 books)
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3.72 avg rating — 32 ratings

“In the short term, there is scant room for dreaming, for one must choose between being taken seriously and being visionary. In the long term, however, leadership cannot afford to overlook the wisdom of dreams, even the wisdom of playful dreaming. Vision that bounds higher than the barriers that confine us often spring from earnest playfulness.”
John Carver, Boards That Make a Difference: A New Design for Leadership in Nonprofit and Public Organizations

“Because owners are the source of a company's authority, it follows that the need for a governing board arises only when the owners are too numerous to direct and control the company themselves. Therefore, the notion of board authority as a distinct kind of authority occurs only when there is a gap between the ownership of assets and the management of those assets.”
John Carver, Corporate Boards That Create Value: Governing Company Performance from the Boardroom

“Underlying this book is the assumption that governing a company and managing it are different activities requiring different job designs. We maintain that governance is best seen as existing outside the phenomenon of management and inside the phenomenon of ownership. Governance operates at a level that transcends current issues and specific company traditions and elevates people to a higher conceptual plane, one from which accountability can be seen more clearly. Governance requires and engenders a passion for leadership, leadership that is not just over others but on others' behalf.”
John Carver, Corporate Boards That Create Value: Governing Company Performance from the Boardroom



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