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This note addresses both CEO leadership development and the control of managerial opportunism in the CEO-board relationship through an evolutionary perspective. Based on the analysis of the evolution of CEOs' leadership and power, I propose that boards need to focus on CEO leadership development in early CEO tenure, but to shift toward the control of managerial opportunism as CEOs prove their leadership on the job. I also discuss measures that may influence CEO leadership development in early CEO tenure and/or the control of managerial opportunism in later CEO tenure.
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Wei Shen (2003) studied this question.
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