The Style of Executive Power

Abstract

This chapter defines and discusses the style of executive power. First, it presents some reflections on why neo-institutional scholars have not invested enough effort in studying the upper echelons of organizations, the domain of most CXOs. Second, the chapter provides numerous examples of the CXO style and what it should be, according to consulting and executive search firms, by engaging in ‘CXO rhetoric watching’. The chapter proposes that the most distinct components of CXO style are the incessant building of social capital via networking and of political capital via reputation. Third, networking and influencing activities are related to research on boundary spanning roles, and it is suggested that these roles are predecessors of CXOs. Finally, the chapter argues that there is a distinct psychological profile for individuals who exhibit the CXO style, but that it is a scarce resource that reduces the pool of candidates for CXO roles.