The CEO Performance Effect: Statistical Issues and a Complex Fit Perspective

Blettner, Daniela; Chaddad, Fernando R.; Bettis, Richard A.

doi:10.1002/smj.1949

Cited by 46 publications

(54 citation statements)

References 59 publications

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“…To estimate leaders' effects on organizational performance in an exact way within real-world settings is known to be problematic (Antonakis et al 2010;Blettner et al 2012). Nevertheless, there is a growing research literature that claims to have captured leaders' influence on performance.…”

Section: Expert Leaders and Organizational Performancementioning

confidence: 97%

A Theory Exploring How Expert Leaders Influence Performance in Knowledge-Intensive Organizations

Goodall

Bäker

2014

Incentives and Performance

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Leadership has been deemed, by some earlier scholars, to be less necessary in organizations that are knowledge-intensive. It has been assumed that because experts and professionals are driven largely by intrinsic motivation, extrinsic management and leadership factors are less important. We believe this assumption is wrong. Leaders have been shown in recent studies to have a considerable influence on organizational performance in universities, research institutes, hospitals and in high-skill sports settings. What matters, we argue, is the kind of leader. Experts and professionals need to be led by other experts and professionals, those who have a deep understanding of and high ability in the core-business of their organization. Our contribution will summarize the literature on the relationship between expert leaders and organizational performance, and then we will present a theory of expert leadership in a new model that outlines the possible transfer processes through which expert leaders generate better organizational performance.

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Section: Expert Leaders and Organizational Performancementioning

confidence: 97%

A Theory Exploring How Expert Leaders Influence Performance in Knowledge-Intensive Organizations

Goodall

Bäker

2014

Incentives and Performance

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“…Thomas 1988;Finkelstein & Hambrick, 1996;Waldman & Yammarino, 1999;Mumford, Scott, Gaddis, & Strange, 2002;Bertrand & Schoar, 2003;Jones and Olken 2005;Yukl, 2008;Mackey, 2008;Goodall 2009a;Souder, Simsek & Johnson, 2012;Dezs & Ross, 2012;Nohe, Michaelis, Menges, Zhang, & Sonntag, 2013). To estimate leaders' effects in an exact way within real-world settings is known to be problematic (Antonakis, Bendahan, Jacquart, &Lalive, 2010, Blettner, Chaddad andBettis, 2012); it is not possible, outside a laboratory, to randomly assign a leader to an organization. In this area of social science, therefore, the discovery of persuasive conclusions has to rest, at least in large part, on the availability of error-free observational data and on truly consistent replication across a wide range of settings.…”

Section: Introductionmentioning

confidence: 99%

Expert leaders in a fast-moving environment

Goodall

Pogrebna

2015

The Leadership Quarterly

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The Service Systems research group at WMG works in collaboration with large organisations such as GlaxoSmithKline, Rolls-Royce, BAE Systems, IBM, Ministry of Defence as well as with SMEs researching into value constellations, new business models and value-creating service systems of people, product, service and technology.The group conducts research that is capable of solving real problems in practice (ie. how and what do do), while also understanding theoretical abstractions from research (ie. why) so that the knowledge results in high-level publications necessary for its transfer across sector and industry. This approach ensures that the knowledge we create is relevant, impactful and grounded in research.In particular, we pursue the knowledge of service systems for value co-creation that is replicable, scalable and transferable so that we can address some of the most difficult challenges faced by businesses, markets and society. Research StreamsThe WMG Service Systems research group conducts research that is capable of solving real problems in practice, and also to create theoretical abstractions from or research that is relevant and applicable across sector and industry, so that the impact of our research is substantial.The group currently conducts research under six broad themes: AbstractThis study explores the effects of leaders in an iconic, high-technology, turbulent industry. We analyse 62 years of objective performance data from one of the world's most competitive sectors (Formula One competition). The study's findings provide strong support for an 'expert leader hypothesis'. The most successful leaders are disproportionately those who started as drivers or mechanics (not as general managers or university graduates in engineering). Moreover, within the sub-sample of former drivers, it is those who had the longest driving careers who went on to become the most effective leaders. Remarkably, the leader's former experience as a competitive driver is a better predictor of current organizational performance than the driving experience of the person who is actually driving for the team. The study's expert-leader findings are consistent with the hypothesis that longitudinal performance improves when a leader's knowledge and expertise correlate with an organization's core business activity.

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“…Second, the effect of the CEO on performance has long been studied in the strategic management and organization studies literature (for a comprehensive review see for example Blettner et al, 2012). In recent years, the contribution of brain research to strategic management research and practice has coined the term "neurostrategy" (Powell, 2011).…”

Section: Introductionmentioning

confidence: 99%

The influence of network effects on SME performance

Naudé

Zaefarian

Tavani

et al. 2014

Industrial Marketing Management

104

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The notions that firms are embedded within complex networks, and that managers spend time actively networking, have long been accepted by scholars within the Industrial Marketing and Purchasing (IMP) Group. However, an issue that has not received the same attention is an assessment of how these two facets; network structure and external networking behaviors affect SME performance. In assessing their antecedents, in this research we move beyond the traditional IMP literature, using emotional intelligence and entrepreneurial style to assess CEOs' managerial style. Network structure was assessed by the extent to which structural holes and degrees of centrality were present. Data was collected from 227 CEOs of small Iranian information technology companies. To test our hypotheses, we combined the use of structural equation modeling and social network analysis -a dual methodology that has not been adopted before. The results show that emotional intelligence drives entrepreneurial style, network structure and external networking behavior. SME performance is influenced by both network structure and external networking behavior. The mediating role of network structure is also discussed. Here our results show that entrepreneurial style does not influence external networking behavior. Several managerial implications of these findings are discussed. Keywords entrepreneurial networks; emotional intelligence; networking behaviors, network structure; social network analysis 3

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The CEO Performance Effect: Statistical Issues and a Complex Fit Perspective

Cited by 46 publications

References 59 publications

A Theory Exploring How Expert Leaders Influence Performance in Knowledge-Intensive Organizations

A Theory Exploring How Expert Leaders Influence Performance in Knowledge-Intensive Organizations

Expert leaders in a fast-moving environment

The influence of network effects on SME performance

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