Correlates of Women's Chief Executive Status: Comparisons with Men Chief Executives and Women Top Managers

1995 ◽  
Vol 21 (3) ◽  
pp. 201-212 ◽  
Author(s):  
Phyllis Tharenou
Keyword(s):  
Chief Executive ◽  
Chief Executives ◽  
Top Managers

The CEO’s route to the top: The South African experience

2019 ◽  
Vol 38 (2) ◽  
pp. 103-120
Author(s):  
Chris Van Melle Kamp ◽  
Karl Hofmeyr ◽  
Mandla Adonisi
Keyword(s):  
South Africa ◽  
South African ◽  
Chief Executive ◽  
Senior Management ◽  
Childhood And Adolescence ◽  
Next Generation ◽  
Chief Executives ◽  
Leadership Challenges ◽  
African Experience ◽  
Depth Interviews

In this study we draw on a series of in-depth interviews with chief executives of some of South Africa’s most prominent businesses, to investigate how their careers unfolded as they rose to the top of their organisations.Twenty-seven CEOs of South Africa’s top companies were interviewed. Eleven of these companies are listed among the top 50 South African companies.We trace the evolution of leadership, from its embryonic beginnings in childhood and adolescence, through the different stages of a developing career to the crucial transformation of an operational mindset into a strategic one.We examine the circumstances that led to these CEOs being appointed and describe the difficulties of transitioning from a senior management role into that of chief executive. We look at the competencies and experience necessary to be effective as the leader of an organisation, as well as the role played by motivation and self-belief. Finally, we identify the unique leadership challenges faced by chief executives in South Africa and pass on their advice to the country’s next generation of leaders.

Effects of CEO and COO overconfidence on the firm's inventory leanness

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bowon Kim ◽  
Jaeseog Na
Keyword(s):  
Inventory Management ◽  
Operations Management ◽  
Market Competition ◽  
Chief Executive ◽  
Stock Option ◽  
Behavioral Characteristics ◽  
Firm Level ◽  
Content Type ◽  
Top Managers ◽  
Managerial Overconfidence

PurposeThis study examines whether the behavioral attributes, such as overconfidence, of chief executive officers (CEO) and chief operating officers (COO) affect firm's inventory leanness. If they do, how are they interacting with each other? Moreover, incorporating market competition into the analysis, this study explores how the competition moderates the relationship between managerial overconfidence and inventory leanness.Design/methodology/approachUsing a large panel data of US manufacturing firms between 1998 and 2015, this study measures top managers' overconfident characteristics using stock option information. Then, a panel regression analysis is adopted to test the effects of managerial overconfidence on inventory leanness. Moreover, a moderation model is applied to investigate the interaction effects of market competition.FindingsFirms with overconfident COOs (CEOs), other circumstances being equal, increase (decrease) the inventory leanness as the market becomes more competitive.Practical implicationsThe study suggests that firms should understand top managers' behavioral characteristics to manage inventory efficiently. Collectively, CEOs (COOs) tend to increase (decrease) inventory levels due to their overconfidence as the market gets competitive. Firms should establish a systematic process to be reviewed by diverse stakeholders to deal with managerial overconfidence.Originality/valueThis study is an exploratory study that examines whether and how top management's behavioral attribute relates to a firm's operations performance. It underlines that CEO and COO's overconfident characteristics determine the inventory leanness when market competition is considered. Numerous studies on firm-level strategies emphasized the top managers' overconfidence as a key factor. However, behavioral characteristics at the top management level have rarely been studied in operations management fields. Based on the results, scholars could compare and understand the effects of CEO and COO overconfidence to provide insights into inventory management.

scholarly journals Routes to the top: the developmental journeys of medical, clinical and managerial NHS chief executives

BMJ Leader ◽  
2020 ◽  
Vol 4 (2) ◽  
pp. 64-68 ◽  
Author(s):  
Alex Till ◽  
Gerry McGivern
Keyword(s):  
Leadership Development ◽  
Health Service ◽  
Development Strategy ◽  
Quality Care ◽  
Qualitative Interviews ◽  
Chief Executive ◽  
High Quality ◽  
Cross Sectional ◽  
Chief Executives ◽  
Formal Leadership

IntroductionLeadership, and the role of a Chief Executive in healthcare organisations, has never been more important. This review provides one of the first retrospective cross-sectional analyses of the developmental journeys of chief executives within the National Health Service (NHS).MethodsTwenty-eight semi-structured qualitative interviews were conducted with medical, clinical and non-clinical NHS chief executives from the Health Service Journal’s list of ‘Top Chief Executives’ 2014–2018. Through a thematic analysis of their narratives, lessons for the development of aspiring NHS chief executives emerge.ResultsFew proactively sought leadership opportunities and there was a lack of an active leadership development strategy. Yet the ‘seeds of leadership development’ took root early. Combined with a blended approach of formal leadership development and ‘on-the-job’ informal leadership development, emerging NHS chief executives were exposed to multiple ‘crucible moments’ that helped them develop into and excel at the top of their field.DiscussionTop NHS chief executives possess inherent values and a strong sense of social responsibility that underpin their developmental journeys, guide their behaviour, and strengthen their resilience. Capable, high quality leaders are needed from all professional backgrounds to support high quality care and much more needs to be done, particularly for medical and clinical professionals but for non-clinicians too, to maximise leadership potential within the NHS and develop a pipeline of aspiring NHS chief executives.

JUSTICE, MERCY, AND EQUALITY IN DISCRETIONARY CRIMINAL JUSTICE DECISION MAKING

2020 ◽  
Vol 35 (1) ◽  
pp. 18-32
Author(s):  
Albert W. Alschuler
Keyword(s):  
Decision Making ◽  
Criminal Justice ◽  
Jesus Christ ◽  
Chief Executive ◽  
Public Officials ◽  
Chief Executives ◽  
Truth And Reconciliation ◽  
Truth And Reconciliation Commissions ◽  
Entire Society ◽  
Willingness To Forgive

AbstractThis essay examines whether, in exercising their discretion, criminal justice officials should do justice, grant mercy, and treat alleged or convicted offenders equally. Although it endorses doing justice, the essay maintains that officials should almost never reduce a just punishment simply to be merciful. Public officials are fiduciaries, and they ordinarily have no authority to make unmerited gifts. Sometimes, however, deciding not to inflict a just penalty can reflect the willingness of an entire society to forgive. That may be the case, for example, when truth and reconciliation commissions approve amnesties. The essay focuses on the teachings of Jesus Christ and questions some of them. It asks, for example, whether a modern chief executive would merit praise or condemnation if this executive followed Jesus's example in the case of the woman taken in adultery. The essay also suggests that—unlike other officials—chief executives exercising their pardon power need not act affirmatively to treat like cases alike. A conclusion notes that it would have been out of character for Jesus Christ to refuse a plea for mercy. Nevertheless, few Christians have endorsed an implication of his willingness to forgive—the abolition of criminal punishment.

Chief Executive Officer's traits and open innovation in small and medium enterprises: the mediating role of innovation climate

2020 ◽  
Vol 27 (4) ◽  
pp. 607-631 ◽  
Author(s):  
Tharwa Najar ◽  
Karima Dhaouadi
Keyword(s):  
Open Innovation ◽  
Developing Economies ◽  
Chief Executive ◽  
Mediating Effect ◽  
High Tech ◽  
Content Type ◽  
Top Managers ◽  
Innovative Climate ◽  
Innovation Climate

PurposeThis paper aims to study the impact of Chief Executive Officer's (CEO's) personality traits on open innovation (OI) strategies and the mediating effect of innovation climate by mobilizing the upper echelons theory and the OI literature. In fact, CEO's role in OI promotion has been under-investigated in the literature especially in small and medium-sized enterprises (SMEs) and in developing economies.Design/methodology/approachBased on the structural equation modeling, a survey is scheduled by administrating a questionnaire within 178 CEOs in Tunisian high-tech sector. The relevance of the empirical evidences is to disclose human levers to the success of OI strategies in the Tunisian context as a developing country.FindingsThe results show the importance of CEO's entrepreneurial orientation (EO) and attitude in promoting innovation climate and so then OI strategies. The study offers a reading grid for managers of high-tech SMEs to better lead and identify key factors for OI adoption. Innovative climate is found to be a relevant driver of OI encompassing the key role of attitude and EO of top managers.Practical implicationsResults highlight the relevance of the recruitment of appropriate top managers with high levels of EO and with positive attitude toward OI in order to facilitate OI integration and to enhance SMEs' competitiveness. Entrepreneurially oriented CEOs should be required in order to overcome "Not Invented Here" and "Not Shared Here" syndromes, to support innovative climate and to encourage knowledge import and export in the Tunisian SMEs.Originality/valueThis paper sheds light on the micro-foundation of OI by emphasizing the relevance of human factors and namely EO and attitude of CEOs in OI issue. It provides conceptual and empirical clarification of the extent to which CEO's traits affect OI through innovative climate. This would value initiatives exploring key individual's characteristics influence on OI strategies within SMEs.

scholarly journals Duties and Responsibilities of Secondary School Principal and Teachers: Policy Implications

2018 ◽  
Vol 8 (4) ◽  
pp. 134
Author(s):  
Amos Oyetunde Alabi ◽  
Jesujoba Oluwadara Alabi
Keyword(s):  
Secondary School ◽  
Secondary Schools ◽  
School Principals ◽  
Secondary School Principals ◽  
State Level ◽  
Chief Executive ◽  
School Principal ◽  
Policy Implications ◽  
Chief Executives ◽  
School Communities

This paper discusses the duties and responsibilities of secondary school principals and teachers.  The paper adopts the template of Gulick and Urwick (1937) on the functions of the chief executive of an establishment/institution to highlight the duties and responsibilities of secondary school principals and teachers.  The acronym of the template is POSDCORB which means: Planning, Organising, Staffing, Directing, Coordinating, Reporting and Budgeting.  Principals are the chief executives of secondary schools while the teachers are potential administrators of secondary schools as well hence the application of the template to both of them and more even at their present state/level the template is very relevant to them.  If the principals and teachers understand very well their duties and responsibilities as presented in this paper and do them accordingly, there will be peaceful, harmonious relationship and coexistence within the school and outside the school communities. The schools will be conducive for academic progress of the students and for the professional development of the teachers.  The schools will become ideal, perfect and desired community for everyone to live and contribute to the development of the larger community. The paper highlights some policy issues to be considered and put in place in support of the teachers and principals.

scholarly journals Where Theres Smoke, You May Be Fired: The Smoking Habits Of American Chief Executive Officers

2011 ◽  
Vol 4 (2) ◽  
pp. 81
Author(s):  
Patrick Fleenor ◽  
David L. Kurtz ◽  
Louis E. Boone
Keyword(s):  
Chief Executive Officers ◽  
Occupational Status ◽  
Smoking Behavior ◽  
Chief Executive ◽  
Social Background ◽  
Data Bank ◽  
National Average ◽  
Chief Executives ◽  
The Subject ◽  
Executive Officers

This paper looks at the subject of CEO smoking behavior, as related to family social background, education, and occupational status. The article was developed from a data bank of 243 chief executive officers who responded to a comprehensive questionnaire about their personal habits and traits. Chief executives as a group contain far fewer smokers than the national average, and tend to discriminate against smokers. Career implications for aspiring junior executives are drawn.

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