“…Duality leadership has been criticised by many researchers on various grounds including that duality leadership may dilute the monitoring level and effectiveness of the board (Hsu and Chen, 2020;Singh and Sharma, 2023;Wijethilake and Ekanayake, 2020), leads to concentration of power BIJ 31,4 (Muhammad et al, 2022), reduces the necessary checks on the decision-making of internal managers (Hsu and Chen, 2020), such CEOs are difficult to remove when the business not performed as per the expectations (Masulis and Mobbs, 2014) and such CEOs may prioritise their self-interest over the common goal of shareholders and stakeholders (Ararat et al, 2015). The demerits of duality leadership are having a much bigger and deep impact on emerging like India, which has the presence of weak legal institutional support which may give rise to opportunistic behaviour of such CEOs (Ghabri, 2022). Considering such demerits of the duality CEO, non-duality leadership is needed to better monitor the activity of the internal managers, thus non-duality leadership is an essential characteristic of a stronger board.…”