THE EFFECT OF BOARD DIRECTOR ON THE BOARD COUNCIL FUNCTION AND CONFIGURATION.

This paper studies the Chief Executive Officers (CEOs) age effect on board council function and configuration. Through utilizing a sample of the 20 largest private university in Gulf Cooperation Council (GCC). The base of the study is to examine whether age of CEOs show differences in board council configuration, official committees, or procedures that may show the board council more tolerant. The findings were age of CEOs and experience will reduce the board monitoring and control. This finding is mainly because of the variance in procedural mechanisms, instead of board configuration. Nevertheless, it is still vague about monitoring and tolerance control, which indicate that CEO?s capability of negotiating, monitoring, and control is less on the board function. It is an opportunity that younger CEOs also effect the board but they may heavily effected by non-compulsory conformance with stricter board council rules