CEOs Seek Stronger Support From Boards Amid Rising Complexity

A growing divide between CEOs and board directors may be affecting company performance, according to new findings from the latest Spencer Stuart’s Measure of Leadership survey. The study, which surveyed 2,400 CEOs and directors worldwide, highlights how executives increasingly question whether boards are equipped to provide the strategic support required in a fast-changing business landscape.

Data shows that fewer than 25% of CEOs believe their boards offer effective support to navigate a complex environment, despite many directors reporting confidence in their contributions. While directors overwhelmingly agree that thought partnership and subject matter expertise are crucial, their perception of how well boards deliver this support often differs significantly from that of the CEOs they serve.

This misalignment matters. CEOs who feel supported by their boards report better business outcomes, from higher total shareholder returns to more success in reaching growth targets. The board-CEO relationship, when collaborative and clearly defined, is emerging as a key differentiator for performance. 

Research finds that there is no single model for effective board-CEO relationships. However, leaders who had explicit discussions with their boards about the type of support and input they should expect reported higher levels of effective collaboration. Nearly seven in 10 CEOs who had these conversations said they felt supported, compared to only half of those who had not engaged in similar discussions. These findings suggest that proactive expectation-setting may be one of the strongest predictors of a functional partnership.

A key issue is time. Both CEOs and board members indicated a desire for more boardroom time dedicated to strategy. Many feel that traditional agendas do not allow for the depth of discussion required to fully explore organizational risks and opportunities. Although adding more time to strategic topics can be difficult, some boards are addressing the issue by increasing preparation expectations and shifting how meetings are structured.

The survey also points to a trust gap. While over a third of directors said they believe their boards offer support even in challenging circumstances, fewer CEOs agreed. Only 15% of CEOs felt they could always be vulnerable with their boards when facing difficult decisions, and more than 40% said they rarely or never felt comfortable doing so. The need for a more personal, supportive, and transparent dynamic is clear, particularly in volatile industries and high-pressure scenarios.

Ultimately, the study suggests that both CEOs and boards must take active roles in shaping their relationship. Boards need to engage more deeply with operational realities while remaining vigilant in their oversight responsibilities. CEOs, on their part, must clearly identify where support is needed and foster open dialogue.