{"title":"A neuroscience-based model of why and when CEO social values affect investments in corporate social responsibility","authors":"Christophe Boone , Tine Buyl , Carolyn H. Declerck , Miha Sajko","doi":"10.1016/j.leaqua.2020.101386","DOIUrl":"10.1016/j.leaqua.2020.101386","url":null,"abstract":"<div><p>Why and when do CEOs invest in corporate social responsibility<span><span> (CSR)? We theorize how CEOs' intrinsic motivations – their social values – and the incentivizing context interact to determine the utility they attach to generating collectively beneficial outcomes in decision-making, subsequently manifested in organizations' CSR investments. Based on a review of neuroscience evidence, indicating that social values are associated with distinct patterns of </span>neural activation, we propose that these values are the compass by which CEOs navigate in complex decision environments. For CEOs with other-regarding values, generating collectively beneficial outcomes is part and parcel of their utility function. They are intrinsically motivated to invest in CSR, regardless of context. In contrast, CEOs with self-regarding values derive utility from generating collective benefits only when it is monetarily or socially incentivized. They are extrinsically motivated to invest in CSR when they stand to gain from it personally.</span></p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 3","pages":"Article 101386"},"PeriodicalIF":7.5,"publicationDate":"2022-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.leaqua.2020.101386","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"54849237","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Four decades of CEO–TMT interface research: A review inspired by role theory","authors":"Dimitrios Georgakakis , Mariano L.M. Heyden , Jana D.R. Oehmichen , Udari I.K. Ekanayake","doi":"10.1016/j.leaqua.2019.101354","DOIUrl":"10.1016/j.leaqua.2019.101354","url":null,"abstract":"<div><p>The CEO-TMT interface, defined as the linkage and interaction between the CEO and other top managers, has received increasing attention from scholars in different disciplines. This stream of research aims to unveil how CEOs and other executives interact with one another, influence each other, and become involved in collective activities that shape the fate of organizations. Yet, despite the burgeoning interest in this area, extant CEO-TMT research is characterized by various and disconnected assumptions about the <em>interfacing roles</em> through which CEOs and TMTs exercise strategic leadership. Drawing on <em>role theory</em>, we review extant CEO-TMT interface research in different disciplines, and systematically organize the various CEO-TMT role assumptions into three role-theory specifications: <em>functionalism</em>, <em>social</em>-<em>interactionism</em>, and <em>structuralism</em>. In taking stock of the three role specifications, we provide a critique of the <em>strengths</em> and <em>boundaries</em> of each, and chart directions toward an integrated ‘multi-role’ understanding of the CEO-TMT interface in strategic leadership.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 3","pages":"Article 101354"},"PeriodicalIF":7.5,"publicationDate":"2022-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.leaqua.2019.101354","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79996146","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Mehdi Samimi , Andres Felipe Cortes , Marc H. Anderson , Pol Herrmann
{"title":"What is strategic leadership? Developing a framework for future research","authors":"Mehdi Samimi , Andres Felipe Cortes , Marc H. Anderson , Pol Herrmann","doi":"10.1016/j.leaqua.2019.101353","DOIUrl":"10.1016/j.leaqua.2019.101353","url":null,"abstract":"<div><p>We attempt to bring clarity to the concept of strategic leadership and guide its development by reviewing and synthesizing the existing management literature on how top managers and board directors influence organizations. We propose a new definition of strategic leadership and offer a framework organized around the essential questions of what strategic leadership is, what strategic leaders do, why they do it, and how they do it. To answer these questions, we organize our review around the eight functions strategic leaders serve, the key attributes of strategic leaders, the theories scholars have used to relate these functions and attributes to outcomes, contextual factors, and the organizational outcomes that strategic leaders affect. We identify how strategic leadership research is concentrated in five streams that rarely interact with each other, and offer suggestions for connecting these streams. Our review provides a big picture of what is known about individuals at the top levels of organizations and highlights the key areas where future investigation is essential.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 3","pages":"Article 101353"},"PeriodicalIF":7.5,"publicationDate":"2022-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.leaqua.2019.101353","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41791858","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"A juggling act: CEO polychronicity and firm innovation","authors":"Jianhong Chen","doi":"10.1016/j.leaqua.2019.101380","DOIUrl":"10.1016/j.leaqua.2019.101380","url":null,"abstract":"<div><p>This study examines a unique CEO temporal characteristic—polychronicity (the extent to which CEOs prefer to engage in multiple projects simultaneously and believe that this is the best way of doing things). I propose that CEO polychronicity is a double-edged sword for firm innovation and that this relationship is contingent on the environmental and organizational contexts. Specifically, CEO polychronicity is positively related to firm innovation when firms operate in more dynamic environments, are relatively large and have poor past performance, but is negatively related to firm innovation when firms operate in less dynamic environments, are relatively small and have good past performance. Results based on survey data from 111 Chinese small and medium-sized enterprises (SMEs) largely support my hypotheses. This study makes contributions by being an initial attempt to examine CEO polychronicity and by identifying essential boundary conditions of the effect of CEO polychronicity on firm innovation.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 3","pages":"Article 101380"},"PeriodicalIF":7.5,"publicationDate":"2022-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.leaqua.2019.101380","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45487972","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Ashley Salaiz, Klavdia Markelova Evans, Carla D. Jones, Seemantini Pathak
{"title":"CEO-COB prestige distance and change in diversification: Exploring a curvilinear relationship","authors":"Ashley Salaiz, Klavdia Markelova Evans, Carla D. Jones, Seemantini Pathak","doi":"10.1016/j.leaqua.2021.101544","DOIUrl":"10.1016/j.leaqua.2021.101544","url":null,"abstract":"<div><p>This study investigates how the prestige distance between a new chief executive officer (CEO) and the chairperson of the board (COB) can influence changes in the firm’s level of diversification. We draw on social comparison theory and activity theory to argue that the prestige distance between a CEO and COB alters the interaction and communication between the two leaders, and accordingly influences the firm’s ability to change its diversification posture. We test our hypotheses on a dataset of 135 firms and find that the prestige distance in CEO-COB dyads has a U-shaped relationship with the change in the firm’s level of diversification. Our results reveal that low CEO-COB prestige distance, and to a lesser extent high CEO-COB prestige distance, creates conditions for greater changes in the firm’s level of diversification. Further, we find that this U-shaped relationship is more pronounced when the CEO-COB dyad has greater age differences and flattens when the dyad shares age similarity.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 3","pages":"Article 101544"},"PeriodicalIF":7.5,"publicationDate":"2022-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.leaqua.2021.101544","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73019316","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Top management team constellations and their implications for strategic decision making","authors":"Feng Liu , Michael Jarrett , Sally Maitlis","doi":"10.1016/j.leaqua.2021.101510","DOIUrl":"10.1016/j.leaqua.2021.101510","url":null,"abstract":"<div><p>Two major themes in the upper echelon decision making literature are the efficacy of the CEO and the composition of the top management team (TMT). Little research has examined their intersection. This study addresses the call to reveal the social processes within TMTs, by focusing on CEO-TMT member interaction in decision making. Drawing on video ethnographic data of two TMTs, we explore the patterns of interactions between CEOs and TMT members in their strategic decision making meetings. Through an analysis of 20 issue discussions, we identify five “constellations”, a team level construct capturing the core relational dynamics that are created through mutual CEO-TMT member influence during a team's discussion of a strategic issue. We explain how these constellations unfold and their implications for the processes and outcomes of TMT strategic decision making. We then elaborate how our findings contribute to the TMT and upper echelon literatures, as well as our understanding of team politics.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 3","pages":"Article 101510"},"PeriodicalIF":7.5,"publicationDate":"2022-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.leaqua.2021.101510","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41861513","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Dusya Vera , Jean-Phillipe Bonardi , Michael A. Hitt , Michael C. Withers
{"title":"Extending the boundaries of strategic leadership research","authors":"Dusya Vera , Jean-Phillipe Bonardi , Michael A. Hitt , Michael C. Withers","doi":"10.1016/j.leaqua.2022.101617","DOIUrl":"10.1016/j.leaqua.2022.101617","url":null,"abstract":"<div><p>This special issue was developed to extend the boundaries of strategic leadership research, to help bridge the micro-macro divide regarding theories of strategic leadership, and to bring together theories that have emerged independently. In this introductory editorial, we provide an overview of the research on strategic leadership and emphasize the need for further integration of research from the organizational behavior, industrial and organizational psychology, organizational economics, behavioral strategy, and strategic management fields. We then introduce and summarize the eleven articles we accepted for this special issue by classifying them into two broad themes: (a) Chief executive officer (CEO) characteristics and (b) the dynamics of interactions among the CEO, the top management team, and the board. Finally, we propose recent theoretical and empirical foci for advancing strategic leadership research and offer a research agenda for future research highlighting several important research questions related to extending the dialogue among scholars across the different leadership and strategy domains.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 3","pages":"Article 101617"},"PeriodicalIF":7.5,"publicationDate":"2022-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S1048984322000200/pdfft?md5=37f950874b76b0e4b2058b1061f5e6af&pid=1-s2.0-S1048984322000200-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"50166755","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Margaret E. Ormiston , Elaine M. Wong , Jungwoo Ha
{"title":"The role of CEO emotional stability and team heterogeneity in shaping the top management team affective tone and firm performance relationship","authors":"Margaret E. Ormiston , Elaine M. Wong , Jungwoo Ha","doi":"10.1016/j.leaqua.2021.101543","DOIUrl":"10.1016/j.leaqua.2021.101543","url":null,"abstract":"<div><p>In this paper, we aim to bridge the micro-macro divide by addressing continued calls from strategic leadership and affect researchers to examine the black box to consider how CEO characteristics relate to top management team (TMT) affective experiences, and, in turn firm outcomes. We further consider the role of one key contextual factor in this relationship: TMT heterogeneity. We predict that CEO personality, specifically, emotional stability, is positively associated with TMT affective tone. Moreover, we posit that the relationship between TMT affective tone and firm performance depends on TMT task-related heterogeneity, such that positive affective tone benefits firm performance in heterogeneous TMTs, whereas negative affective tone benefits firm performance in homogeneous TMTs. Using a novel methodology that measures key psychological aspects of the CEO and TMT, we examined 50 TMTs from publicly-traded companies to test our predictions. Our findings offer theoretical contributions to the strategic leadership, affect and diversity literatures as well as managerial applications for CEO selection and management and managing diversity in upper echelons.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 3","pages":"Article 101543"},"PeriodicalIF":7.5,"publicationDate":"2022-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.leaqua.2021.101543","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82939536","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Shih-chi Sana Chiu , Seemantini Pathak , Robert E. Hoskisson , Richard A. Johnson
{"title":"Managerial commitment to the status quo and corporate divestiture: Can power motivate openness to change?","authors":"Shih-chi Sana Chiu , Seemantini Pathak , Robert E. Hoskisson , Richard A. Johnson","doi":"10.1016/j.leaqua.2020.101459","DOIUrl":"10.1016/j.leaqua.2020.101459","url":null,"abstract":"<div><p>CEOs' commitment to the status quo (CSQ) is a prominent psychological factor leading to their resistance to organizational change. In this study we focus on the moderating role of managerial power, a central element in strategic choice, in the relationship between CEOs' CSQ and corporate divestiture activity. Drawing from the resource dependence perspective of power, we identify multiple aspects of power (structural, ownership, prestige/social, and expert power) that reduce CEOs' resistance to corporate change arising from CSQ. This study contributes to the strategic leadership and organizational change literatures by underscoring the importance of considering how different power bases shape the decision making of top managers who may have tendencies to hold onto firm assets when the situation warrants change. With a better understanding of how various power bases may uniquely influence strategic outcomes in the presence of managerial psychological bias, we can more accurately assess the impact of power on firms' strategic actions.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 3","pages":"Article 101459"},"PeriodicalIF":7.5,"publicationDate":"2022-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.leaqua.2020.101459","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83527876","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Codou Samba , David W. Williams , Robert M. Fuller
{"title":"The forms and use of intuition in top management teams","authors":"Codou Samba , David W. Williams , Robert M. Fuller","doi":"10.1016/j.leaqua.2019.101349","DOIUrl":"10.1016/j.leaqua.2019.101349","url":null,"abstract":"<div><p>Nascent research suggests that benefits of intuition use accrue not only to individuals but also to teams. These benefits may be especially important for top management teams (TMTs), who formulate strategic decisions for their firms. However, work on intuition use in strategic decision making (SDM) remains focused on the intuitions of chief executive officers (CEOs). Furthermore, the emerging literature on team intuition is very fragmented, leaving an unclear picture of how teams may develop and use intuition in their decision-making activities. To address these problems, we integrate team intuition and TMT research to propose four forms of TMT intuition, which differ based on the locus and integration of intuition. We describe the forms of TMT intuition, clarify the mechanisms that shape them, and discuss their relevance for TMTs' decision-making activities. Overall, we advocate for strategy research that focuses on the notion of “team” in team intuition.</p></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"33 3","pages":"Article 101349"},"PeriodicalIF":7.5,"publicationDate":"2022-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.leaqua.2019.101349","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43083473","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}