Historically the leading characterisation of corporate directors was that they were agents to their corporations, though it was understood that they concurrently served as ordinary employees where they entered into contracts of service. Today some deny that directors, qua their director...

We examine overconfident CEO directors and find they attend more board meetings, are more likely to serve on the nominating or the compensation committee, have more independent directorships, and foster higher attendance rates on boards. Boards with overconfident directors are more likely to...

Strong Chief Executive Officers (CEO) leave a legacy that becomes the framework of values on which the board acts. This in turn, defines corporate governance and ethical values of the firm. The central theme of this paper is to explain the dynamics of CEO's legacy to the board and its impact on...