The heightened focus on corporate governance and, in particular, the failure of boards to protect corporations in the aftermath of the global financial crisis (GFC) underline the timeliness of this chapter. The current events, which include failures of monitoring and oversight and fraudulent behaviour by board members and their excessive remuneration levels, have all contributed to make the recent crisis one of the worst international financial collapses since the early part of the twentieth century. Improved decision-making is thus called for in moving corporations to better performance levels (Useem, 2006). However, boards are facing challenges in trying to balance their function as compliance officers with their function as shapers of the corporation's future (Lorsch and Clark, 2008). Simultaneously, a broader issue has emerged where society is redefining deviant behaviour, so that lower levels of conduct that were previously stigmatized are now considered acceptable (O'Brien, 2004). Thus, even though researchers and commentators have usually linked corporate governance to control and compliance with a focus on regulatory solutions, increasingly, we are seeing new approaches that call for behavioural and leadership change and the development of a holistic paradigm that is more suitable for the complexities of the twenty-first century (see Corporate Governance: An International Review, Vol. 17, Issue 4). This chapter picks up these developments and argues for a holistic perspective of governance and moves the debate from a narrow regulatory approach that excludes crucial variables, to highlight the importance of viewing governance problems and solutions from a wider and more inclusive multi-disciplinary paradigm.