Measuring and comparing leadership styles of male and female chief executive officers in businesses with a varying family intensity

2013 ◽  
pp. 425-448
Author(s):  
Diane Arijs
Keyword(s):  
Leadership Styles ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Male And Female ◽  
Executive Officers

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.

Leadership Styles

2022 ◽  
pp. 203-222
Author(s):  
Ebtihaj Al-Aali ◽  
Ralla Mohammed Alazali
Keyword(s):  
Qualitative Research ◽  
Leadership Styles ◽  
Chief Executive Officers ◽  
Research Method ◽  
Chief Executive ◽  
Islamic Banks ◽  
Leadership Theories ◽  
Executive Officers ◽  
Theories Of Leadership ◽  
Shed Light

This research investigates leadership styles. It is an endeavor to point out unique features of leadership in Islamic banks. The research employs qualitative research. Leaders participating in this research are chief executive officers from Islamic banks. Interview is the research method used. The research is argued to enhance the understanding of leadership in Islamic banks. The understanding can shed light on applications of leadership theories in different contexts than the Western contexts. The later contexts are the situations at which theories of leadership have been developed. The research aims to illustrate whether different contexts can initiate leadership to transform or not. This in turn can help to have a better knowledge concerning human behaviour in organizations. The issue of sources of power utilised by interviewees is scrutinised as well. This is to investigate compatibility between leadership styles and sources of power employed.

scholarly journals Assets, Liabilities, and Gender Equity

2019 ◽  
Vol 3 ◽  
Author(s):  
Marisa Helf ◽  
Class of 2017
Keyword(s):  
Gender Equity ◽  
Economic Performance ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Financial Reports ◽  
Business World ◽  
Male And Female ◽  
Communication Differences ◽  
The Individual ◽  
Executive Officers

Men and women communicate differently. However, existing research has yet to examine if the stereotypical gender communication differences are evident in all groups and settings, in particular the case of Chief Executive Officers (CEOs) when presenting financial results. The growing number of female CEOs in the business world creates the possibility of gender-related variation in the communication of financial results, and thus different interpretations of that information by users of financial reports. This study synthesizes existing research on gender, CEO, oral, and financial communication to fill the gap in research and answer the question: do CEO gender and company economic performance affect how CEOs communicate financial results? Through text analysis of year-end earnings release press conferences and regression analysis of factors that influence measures of the attributes of communication, this study reveals male and female CEO communication patterns do not necessarily align with existing stereotypes. Results show clear differences as expected, unexpected differences, and several non-differences, illustrating that, as a whole, male and female CEO communication are surprisingly similar. The similarities may be due to the individual personalities of CEOs, a function of a long-standing male dominated executive environment, or other factors not controlled for in the models used in this study. Either way, analysts and other financial statement users should refrain from over-interpreting CEO language on the basis of gender as gender and economic performance appear to have an overall trivial effect on the substance and style of CEO communication.

From transactional to transformational

2019 ◽  
Vol 40 (7) ◽  
pp. 815-827 ◽  
Author(s):  
Joana Kuntz ◽  
Brendan Davies ◽  
Katharina Naswall
Keyword(s):  
Leadership Styles ◽  
Chief Executive Officers ◽  
Online Survey ◽  
Chief Executive ◽  
Learning Culture ◽  
Ceo Succession ◽  
Organisational Commitment ◽  
Content Type ◽  
Executive Officers ◽  
Practical Implications

Purpose The purpose of this paper is to explore whether Chief Executive Officers’ (CEOs) discrepant leadership styles are reflected on CEO succession outcomes, operationalised as changes to employee views of the organisation following the succession. Design/methodology/approach Hypotheses were tested in a sample of 230 employees who completed an online survey at four time points over a three-year period. Linear mixed models analyses tested for significant changes to alignment, participation, learning culture, organisational commitment and engagement perceptions over time. Qualitative data were content-analysed to ascertain the CEOs’ leadership styles and explore employee views of the organisation. Findings While alignment and participation scores did not significantly increase following the CEO succession, learning culture, organisational commitment and engagement increased significantly. Research limitations/implications This study adds to the limited research on CEO succession. It suggests that what renders a succession adaptive or disruptive may be contingent on the leadership styles of outgoing and incoming CEOs. Practical implications The transition from a transactional to a transformational CEO may have a stronger impact on motivational and attitudinal outcomes (e.g. engagement) than on operational outcomes (e.g. alignment). Originality/value This study is the first to longitudinally examine a range employee outcomes of CEO succession considering the incoming and outgoing CEOs’ discrepant leadership styles. It extends the leadership literature by empirically showing that, despite the disruption underlying a succession event, employee views of the organisation improve significantly following the transition from a transactional to a transformational leader.

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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