Does Ceo Charisma Matter? An Empirical Analysis Of The Relationships Among Organizational Performance, Environmental Uncertainty, And Top Management Team Perceptions Of Ceo Charisma

Agle, Bradley R.; Nagarajan, Nandu J.; Sonnenfeld, Jeffrey; Srinivasan, Dhinu

doi:10.5465/amj.2006.20785800

Cited by 281 publications

(269 citation statements)

References 38 publications

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“…Furthermore, traditional gender norms favor modesty over self-promotion and assertiveness in women (e.g., Rudman, 1998;Wosinska, Dabul, Whetstone-Dion, & Cialdini, 1996). These norms can hinder women when executive leadership is conflated with charismatic qualities (Martell, Parker, Emrich, & Crawford, 1998), a phenomenon that may be prevalent especially at the CEO level (Agle, Nagarajan, Sonnenfeld, & Srinivasan, 2006;Hogan & Kaiser, 2005). For these reasons, people may believe that the charismatic aspects of transformational leadership (inspirational motivation and idealized influence) are more important for the promotion of men than women (Hypothesis 2).…”

Section: Study 2: Prescriptive Stereotypes About the Importance Of Lementioning

confidence: 99%

An exploration of stereotypical beliefs about leadership styles: Is transformational leadership a route to women's promotion?

Vinkenburg¹,

Engen

Eagly

et al. 2011

The Leadership Quarterly

267

191

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An exploration of stereotypical beliefs about leadership stylesVinkenburg, C.J.; van Engen, Marloes; Eagly, A.H.; Johannesen-Schmidt, M.C. Published in:The Leadership Quarterly Document version:Publisher's PDF, also known as Version of record General rightsCopyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights.-Users may download and print one copy of any publication from the public portal for the purpose of private study or research -You may not further distribute the material or use it for any profit-making activity or commercial gain -You may freely distribute the URL identifying the publication in the public portal Take down policyIf you believe that this document breaches copyright, please contact us providing details, and we will remove access to the work immediately and investigate your claim. Two experimental studies examined whether gender stereotypes about the transformational, transactional, and laissez-faire leadership styles constitute an advantage or an impediment for women's access to leadership positions in organizations. The first study investigated the accuracy of descriptive gender stereotypes about leadership styles, showing that participants accurately believe that women display more transformational and contingent reward behaviors, and fewer management-by-exception and laissez-faire behaviors than men. The second study investigated prescriptive stereotypes about the importance of leadership styles for the promotion of women and men to different levels in organizations. Inspirational motivation was perceived as more important for men than women and especially important for promotion to CEO. In contrast, individualized consideration was perceived as more important for women than men and especially important for promotion to senior management. Consistent with these stereotypical beliefs about leadership, women interested in promotion may be well advised to blend individualized consideration and inspirational motivation behaviors.

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Section: Study 2: Prescriptive Stereotypes About the Importance Of Lementioning

confidence: 99%

An exploration of stereotypical beliefs about leadership styles: Is transformational leadership a route to women's promotion?

Vinkenburg¹,

Engen

Eagly

et al. 2011

The Leadership Quarterly

267

191

View full text Add to dashboard Cite

show abstract

“…Angle et al (2006), andWaldman et al (2004) found a direct relationship between the CEO leadership style and the objective measures of the financial performance. However Tosi et al (2004) and Zhu et al (2005) could not find any relationship between these two variables.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…For instance, Joyce et al (2003) found that Chief Executive Officers (CEOs) account for 14% of the variance in a firm's financial result. Some studies (e.g., Angle, Nagarajan, Sonnenfeld, & Srinivasan, 2006;Waldman, Javidan, & Varella, 2004) found a direct relationship between the CEO leadership style and the objective measures of the financial performance, but other studies (e.g., Tosi, Misangyi, Fanelli, Waldman, & Yammarino, 2004;Zhu, Chew, & Spangler, 2005) refuted any such relationship. This indicates that there is no consensus in this area of academic discourse.…”

Section: Introductionmentioning

confidence: 99%

“…They have used charismatic in lieu of transformational leadership style. Angle et al (2006) have considered only the charismatic leadership style in relation to organizational performance. The existing literature seems to argue that the charismatic leadership style, out of all available leadership styles in the literature, would affect performance of an organization the most.…”

Section: Does Ceo Leadership Style Matter?mentioning

confidence: 99%

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Does Chief Executive Officer (CEO) Leadership Style Matter? An Empirical Analysis of the Relationship among CEO Leadership Style, Job Satisfaction and Profitability in Nepali Financial Institutions

Uprety

2016

J. Bus. Mgt. Res.

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The impact of Chief Executive Officer (CEO) leadership style on the profitability of an organization has been a major concern of much academic research work in the past. However, there seems to be no consensus on this issue. It is generally believed that leaders influence organizational performance through those they lead. Therefore, employee job satisfaction is hypothesized to have a mediating effect on the relationship between the CEO leadership style and the profitability of an organization. This study, conducted among 136 employees of 17 finance companies in Nepal during December 2013, found a very weak relationship between the CEO leadership style and the profitability of an organization. The study also refuted the mediating effect of job satisfaction on the relationship between the CEO leadership style and the profitability of an organization. The findings support the contextualists view on the leadership-performance debate. The probable reasons and implications of the findings are discussed.

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“…Leadership provides a clear direction and vision to others and enables followers to look ahead and understand what is expected out of them (Fry, 2003;Agle et al, 2006). …”

Section: Extent Of Influence and Leadership (Eil)mentioning

confidence: 99%

Development of a triple bottom line stakeholder satisfaction model

Amarah

Langston

2017

JCRE

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Sustainable development is a goal of modern society, and to a large extent it is governed by the actions of business organisations in trying to improve value to their stakeholders. Enlightened businesses know that 'stakeholder' does not equal 'shareholder', and there is more to value than financial returns and profits. Social and environmental value is also important. Using a triple bottom line philosophy, it is possible to strike an effective balance between economic, social and environmental objectives to release outcomes that are sustainable in the wider sense. To date, the quantification of these outcomes as a single decision metric has been problematic, given there is no common unit to integrate performance.This thesis combines a review of underpinning literature on the relationship between sustainable development and stakeholder satisfaction with an explanation of quantification models and a detailed case study of a stakeholder-driver approach to the procurement of sustainable built infrastructure for Energex in Brisbane.Using grounded theory, a conceptual framework is developed from these sources to not only integrate the various stakeholder perspectives of sustainability success, but to also measure this success in an objective way. The framework is a six-point star rating scheme to assess stakeholder satisfaction in terms of economic, social and environmental criteria to measure organisational decision-making performance. This framework is validated by an expert panel using focus group discussion and together with subsequent analysis a number of improvements are recommended.The refined framework reflects a stakeholder satisfaction model (SSM) that has commercialisation potential. It is found that the SSM can be used to assess the sustainable procurement of built infrastructure, such as a high performance green building, with four of the six stakeholder groups considered as generic and iv applicable to any sustainability initiative. The remaining two groups (namely "staff" and "environment") will need a modified assessment strategy for non-built environment initiatives.This research makes a contribution to knowledge through presentation of a model, grounded in practice, that can assess the economic, social and environmental performance of organisational decision-making from a stakeholder satisfaction perspective. It is acknowledged that there are a number of metrics that can be used to assess the star rating of each stakeholder group, although the ones chosen in this research are drawn from existing tools developed and validated by others. The final stage, which is beyond the scope of this thesis, is to commercialise the SSM in the construction and property industry in Australia.[401 words] v

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Does Ceo Charisma Matter? An Empirical Analysis Of The Relationships Among Organizational Performance, Environmental Uncertainty, And Top Management Team Perceptions Of Ceo Charisma

Cited by 281 publications

References 38 publications

An exploration of stereotypical beliefs about leadership styles: Is transformational leadership a route to women's promotion?

An exploration of stereotypical beliefs about leadership styles: Is transformational leadership a route to women's promotion?

Does Chief Executive Officer (CEO) Leadership Style Matter? An Empirical Analysis of the Relationship among CEO Leadership Style, Job Satisfaction and Profitability in Nepali Financial Institutions

Development of a triple bottom line stakeholder satisfaction model

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