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The article discusses the honesty of chief executive officers (CEOs) when reporting to their board of directors. The author states that two major problems are CEOs trying to fix problems themselves without informing their board of developments and false optimism of CEOs. The article reports that in 2006, 31.9 percent of CEOs who resigned did so due to conflicts with the board. Article topics also include how a CEO can keep a board informed and why some CEOs may be defiant to change.

The article discusses a Mississippi State University, Drexel University and Northern Illinois University's study which showed the high cost executives' personal misdeeds, with chief executive officers' bad behavior resulting in an immediate loss in shareholder value.

The article focuses on the tendency of younger chief executive officers (CEOs) under 45 years old to be impulsive in entering merger deals that could be destructive to shareholders based on a study by economists Kai Li, Maurice Levi and Feng Zhang.

This article reports on a study which revealed the association between increasing compensation and meanness among chief executive officers (CEOs) in the U.S.

The article reports that the tough traits of chief executive officers (CEOs) may contribute to the success of a company based on a study by Steven Kaplan, Mark Klebanov and Morten Sorensen, University of Chicago professors in Illinois. It concluded that tough traits such as persistence and efficiency are more important than teamwork and flexibility. About 225 of 313 CEO candidates assessed by the study were hired. The professors used a consultant's database containing assessments of CEO candidates' strengths and weaknesses compiled by ghSmart Inc.

The author offers opinions on the psychological makeup of successful Chief Executive Officers (CEOs), and why the job's demands are often a poor fit for Chief Operating Officers (COOs) who are second in the line of executive succession. COOs must be detail-oriented, while CEOs are supposed to be strategists, who must also be comfortable under a great deal of public scrutiny. To avoid problems, boards of directors hiring COOs must decide if they are grooming the executive to become CEO.

Discusses why Chief Executive Officer Steve Ballmer is well-suited to bring Microsoft Corp. through the stormy period that is expected after the court ruling that will split the company in two. Ballmer's management style; Why Ballmer is better suited than Bill Gates for the task; How his confrontational style has mellowed; What Ballmer is known for within the company.