Assessment and development first requires a deeper understanding of unique categories of senior leaders: A focus on CEOs and C-level executives

The tasks, demands, and nature of leadership for mid-level managers are significantly distinct from those in senior executive C-level roles (Hiller & Beauchesne, 2014; Katz & Kahn, 1978; Zaccaro, 2001), and as a result, so is the assessment and development of these populations unique. The demands on a CEO, for example, are never ending and seem to always be increasing, and carefully ensuring that time is allotted according to a strategic agenda is critical, as even the 62.5 hours per week that a CEO works is not enough if time is not carefully managed (Porter & Nohria, 2018). [...]a big part of the development experience for leaders as they become more senior and trend toward the C-suite should be on prioritizing where they spend their time and understanding what activities represent the most valuable use of their attention. Senior executives at the highest organizational levels are a unique category of “senior leaders,” distinct from mid-level leadership. A thorough understanding of the roles, demands, tasks, and requirements of leadership at the top will set the stage for I-O psychology and I-O psychologists to best contribute to conversations, research, and practice in the assessment and development of these leaders.