The Impact of CEO as Board Chairperson on Corporate Performance: Evidence vs. RhetoricPaula L. Rechner, Dan R. Dalton1989-05-01articleAcademy of Management Perspectives185 citationsclosedNo readable copy stored yet — this record is metadata only.Corporate Finance and GovernanceCorporate Governance and Financial ManagementOrganizational Management and LeadershipAbstractNo abstract was published for this record.Citations in this libraryStored only when both papers are in the corpus — 185 citations exist upstream.Cited by1997BOARD STRUCTURE, ANTITAKEOVER PROVISIONS, AND STOCKHOLDER WEALTH2014Revisiting Agency Theory: Evidence of Board Independence and Agency Cost from Bangladesh2018CEO Duality, Agency Costs, and Internal Capital Allocation Efficiency2012Apprentice, Departure, and Demotion: An Examination of the Three Types of CEO–Board Chair Separation2005Board Leadership Structure and Firm Performance2008CEO duality and firm performance - an endogenous issue2010Economic and psychological perspectives on CEO compensation: a review and synthesis2004The Impact of Corporate Governance Practices on Firms´ Financial Performance: Evidence from Malaysian Companies