scholarly journals Recruiting for Resilience

2022 ◽  
Vol 4 (1) ◽  
pp. 0-0
Keyword(s):  
Chief Executive Officers ◽  
Chief Executive ◽  
Shared Vision ◽  
Pharmaceutical Product ◽  
Product Positioning ◽  
Team Members ◽  
Predicting Performance ◽  
The Usa ◽  
Emotional Commitment ◽  
Executive Officers

Bringing a safe and effective pharmaceutical product or medical device to market requires an astonishing amount of time and money. This research features interviews with the Chief Executive Officers (CEOs), Chief Scientific Officers (CSOs) and Chief Medical Officers (CMOs) of many of the most successful life science firms in the USA with the goal of to capturing their thoughts on the recruitment of new hires. The executives screened candidates for emotional commitment as an essential quality to complete the long process of bench science, regulatory clearance and product positioning in the market. They sought to hire experienced team members who thought of set-backs as problems to be solved on the way to providing life-altering options for patients. These C-suite leaders needed to create a productive workplace culture, enhanced by a diverse group of professionals with a variety of experiences and temperaments. Participants noted that shared vision and resilience played a greater role in predicting performance than any particular skill-set discernible from a resume.

Reflecting or ruminating: listening to the regrets of life science leaders

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Helen Mary Meldrum
Keyword(s):  
Chief Executive Officers ◽  
Life Science ◽  
Negative Emotion ◽  
Chief Executive ◽  
Positive Influence ◽  
Lessons Learned ◽  
Business Leaders ◽  
Content Type ◽  
The Usa ◽  
Executive Officers

PurposeThe overwhelming frequency of failure in trying to bring a safe and effective biotech, pharmaceutical or medical device product to market is truly astounding. This research synthesizes industry leaders' insights on lessons learned from reflecting on professional disappointments.Design/methodology/approachThis research used a qualitative approach to learning from the Chief Executive Officers (CEOs), Chief Scientific Officers (CSOs) and Chief Medical Officers (CMOs) of the most successful life science firms in the USA. A total of 45 industry leaders were interviewed regarding their lingering regrets about their career misadventures.FindingsRegrets were unavoidable because there were opportunity costs for every choice each leader made. Commentary about wisdom gained comprised themes regarding valuable time lost, strategies that could have been enacted, products that failed and essential personnel who were not managed optimally. Contrary to expectations, there was little mention of money that was squandered.Originality/valueNot felt as a solely negative emotion, regrets were recognized by these leaders as a potentially positive influence on their future decisions. Not felt as a solely negative emotion, regret was recognized by these leaders as a potentially positive influence on their future decisions. This exploratory study suggests that learning from retrospective and anticipated regrets benefits life science leaders in gaining clarity of thought regarding their current business challenges. Because prior research on the value of psychological regrets has mostly relied on limited samples, this inquiry contributes a new vantage point by examining a unique population of senior business leaders, thus providing broader applicability to the organizational literature.

Tweeting #Leaders

2018 ◽  
Vol 28 (1) ◽  
pp. 123-142 ◽  
Author(s):  
Lei Vincent Huang ◽  
Tien Ee Dominic Yeo
Keyword(s):  
Chief Executive Officers ◽  
Chief Executive ◽  
Study Data ◽  
Supplementary Information ◽  
Message Content ◽  
Theoretical Understanding ◽  
Content Type ◽  
The Usa ◽  
Executive Officers ◽  
The Impact

Purpose To better understand executive communication on social media, the purpose of this paper is to examine the pattern of messages posted by chief executive officers (CEOs) on Twitter and their retweetability (rate of reposting by other users). Design/methodology/approach The study data comprises 1,068 original tweets randomly selected from all Fortune 1000 CEOs’ tweets in 2014. The impact of the contextual factors (industry background, activeness, and Twitter age) and content factors (content types, supplementary information, and linguistic features) on retweetability was examined through regression analyses. Findings CEOs tweet to share information and insights, to promote their companies or products, to update work or life status, and to interact with the public. Original insights, promotional messages, and seasonal greetings were most likely to be retweeted. CEOs’ backgrounds, usage of hashtags, and certainty of language were also positively associated with retweetability. Practical implications CEOs may enhance their online social influence through demonstrating leadership by sharing insights about their organization or industry and posting topical messages (e.g. season’s greetings). Furthermore, CEOs could use hashtags strategically to initiate or participate in discussions and promote their personal visibility. Originality/value This study is one of the first to evaluate how leaders of the largest companies in the USA communicate on Twitter. It contributes to a theoretical understanding of the factors underlying online influence – the influence of the status of the online communicator vs the message content on information forwarding.

The Ceo: An Analysis of the Cnn Telecast ‘Pinnacle’

1989 ◽  
Vol 65 (2) ◽  
pp. 435-438 ◽  
Author(s):  
Chris Piotrowski ◽  
Terry R. Armstrong
Keyword(s):  
Family Life ◽  
Chief Executive Officers ◽  
Work Ethic ◽  
Chief Executive ◽  
Leadership Characteristics ◽  
High Tolerance ◽  
Social Visibility ◽  
The Usa ◽  
Executive Officers ◽  
Egalitarian Attitudes

The present study investigated leadership characteristics of Chief Executive Officers (CEOs) from major corporations in the USA. The sample was obtained from 80 verbatim interviews on the CNN broadcast “Pinnacle.” 30 interviews were randomly selected and rated on 25 personality/lifestyle dimensions. The analyses indicated some consistent trends, namely, CEOs exhibited clear values, high tolerance for frustration, egalitarian attitudes, and dedication to the “work ethic.” Several surprising findings were noted, such as inadequate family life and low social visibility. Implications for research on the executives' personalities were discussed.

Effect of leadership styles on organizational commitment and performance in small- and medium-sized enterprises in Iraqi Kurdistan

2020 ◽  
Vol 48 (9) ◽  
pp. 1-12
Author(s):  
Karwan Hamasalih Qadir ◽  
Mehmet Yeşiltaş
Keyword(s):  
Organizational Commitment ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Mediating Effect ◽  
Positive Effects ◽  
Iraqi Kurdistan ◽  
And Performance ◽  
Executive Officers

Since 2003 the number of small- and medium-sized enterprises (SMEs) has increased exponentially in Iraqi Kurdistan. To facilitate further growth the owners and chief executive officers of these enterprises have sought to improve their leadership skills. This study examined the effect of transactional and transformational leadership styles on organizational commitment and performance in Iraqi Kurdistan SMEs, and the mediating effect of organizational commitment in these relationships. We distributed 530 questionnaires and collected 400 valid responses (75% response rate) from 115 SME owners/chief executive officers and 285 employees. The results demonstrate there were positive effects of both types of leadership style on organizational performance. Further, the significant mediating effect of organizational commitment in both relationships shows the importance of this variable for leader effectiveness among entrepreneurs in Iraqi Kurdistan, and foreign entrepreneurs engaging in new businesses in the region.

scholarly journals Toward a Working Model of Leadership in Nonprofit Sport Governance

2019 ◽  
Vol 33 (3) ◽  
pp. 189-202 ◽  
Author(s):  
Ian O’Boyle ◽  
David Shilbury ◽  
Lesley Ferkins
Keyword(s):  
Chief Executive Officers ◽  
Leadership Skills ◽  
Chief Executive ◽  
Future Research ◽  
Limited Attention ◽  
Study Approach ◽  
Working Model ◽  
Executive Officers ◽  
Scholarly Discourse

The aim of this study is to explore leadership within nonprofit sport governance. As an outcome, the authors present a preliminary working model of leadership in nonprofit sport governance based on existing literature and our new empirical evidence. Leadership in nonprofit sport governance has received limited attention to date in scholarly discourse. The authors adopt a case study approach involving three organizations and 16 participant interviews from board members and Chief Executive Officers within the golf network in Australia to uncover key leadership issues in this domain. Interviews were analyzed using an interpretive process, and a thematic structure relating to leadership in the nonprofit sport governance context was developed. Leadership ambiguity, distribution of leadership, leadership skills and development, and leadership and volunteerism emerged as the key themes in the research. These themes, combined with existing literature, are integrated into a preliminary working model of leadership in nonprofit sport governance that helps to shape the issues and challenges embedded within this emerging area of inquiry. The authors offer a number of suggestions for future research to refine, test, critique, and elaborate on our proposed working model.

In retrospect: The influence of chief executive officers’ historical relative pay on overconfidence

2021 ◽  
pp. 147612702110048
Author(s):  
J Daniel Zyung ◽  
Wei Shi
Keyword(s):  
Chief Executive Officers ◽  
Empirical Support ◽  
Chief Executive ◽  
Firm Level ◽  
Self Confidence ◽  
Self Worth ◽  
Executive Officers ◽  
Leadership Research ◽  
The Relationship

This study proposes that chief executive officers who have received over their tenure a greater sum of total compensation relative to the market’s going rate become overconfident. We posit that this happens because historically overpaid chief executive officers perceive greater self-worth to the firm whereby such self-serving attribution inflates their level of self-confidence. We also identify chief executive officer- and firm-level cues that can influence the relationship between chief executive officers’ historical relative pay and their overconfidence, suggesting that chief executive officers’ perceived self-worth is more pronounced when chief executive officers possess less power and when their firm’s performance has improved upon their historical aspirations. Using a sample of 1185 firms and their chief executive officers during the years 2000–2016, we find empirical support for our predictions. Findings from this study contribute to strategic leadership research by highlighting the important role of executives’ compensation in creating overconfidence.

scholarly journals Leadership or luck? Randomization inference for leader effects in politics, business, and sports

2021 ◽  
Vol 7 (4) ◽  
pp. eabe3404
Author(s):  
Christopher R. Berry ◽  
Anthony Fowler
Keyword(s):  
Chief Executive Officers ◽  
Chief Executive ◽  
Anecdotal Evidence ◽  
Political Leaders ◽  
Quantitative Test ◽  
Wide Range ◽  
Randomization Inference ◽  
Executive Officers ◽  
Sports Coaches

Anecdotal evidence suggests that some leaders are more effective than others but observed differences in outcomes between leaders could be attributable to chance variation. To solve this inferential problem, we develop a quantitative test of leader effects that provides more reliable inferences than previous strategies, and we implement the test in the settings of politics, business, and sports. We find significant effects of political leaders, particularly in nondemocracies. We find little evidence that chief executive officers influence the performance of their firms. In addition, we find clear evidence that sports coaches matter for a wide range of outcomes in football, basketball, baseball, and hockey.

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