scholarly journals Chief Executive Officers and their Boards: a Play of Power

2019 ◽  
Vol 8 (2) ◽  
pp. 27
Author(s):  
Ndifreke Bassey Asuquo ◽  
Osasu Obaretin
Keyword(s):  
Research Design ◽  
Chief Executive Officer ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Organizational Outcomes ◽  
Library Research ◽  
Executive Officers ◽  
Insight Into

This study is motivated by the need to understand conceptually issues in Chief Executive Officers dominance.To achieve this objective, a library research design was employed to review and understand relevant concepts relating to Chief Executive Officers and boards. Issues relating to Chief Executive Officers dominance and rubbers stamp boards were also x-rayed.The paper concluded from the review that the influence of the Chief Executive Officer on the board can be condensed by reducing board dependency on the Chief Executive Officer while increasing Chief Executive Officer dependency on the board. Also, studies in this area of research are encouraged to provide insight into the effects of Chief Executive Officer-board interaction on organizational outcomes.

scholarly journals Investigating the CEO of a MAT: Examining practices and positions on ‘the street’

2019 ◽  
Vol 48 (3) ◽  
pp. 478-495 ◽  
Author(s):  
Belinda C Hughes
Keyword(s):  
Chief Executive Officer ◽  
Empirical Data ◽  
Chief Executive Officers ◽  
Service Providers ◽  
Chief Executive ◽  
Business Networks ◽  
Educational Service ◽  
Street Level ◽  
Executive Officers

The emergence of Chief Executive Officers as leaders of educational service providers is positioned in multi academy trusts, the preferred structure of schooling in England. Within this structure, the Chief Executive Officer position is distinct and different from previous constructs of headteachers, since the Chief Executive operates at both street level, that is within the MAT, and beyond ‘the street’. In this article, I argue that a new conceptualisation of the headteacher is needed to explain the emerging position and practices of the Chief Executive Officer. These include the interface with the market, adopting entrepreneurial dispositions and constructing professional and business networks. I typologise these practices and positioning through the analysis of empirical data gathered from the Leadership of the Lawrence Trust Project and its Chief Executive Officer, KT Edwards.

scholarly journals Chief Executive Officer Regulatory Focus and Competitive Action Frequency

2020 ◽  
pp. 105960112098141
Author(s):  
Arpita Agnihotri ◽  
Saurabh Bhattacharya
Keyword(s):  
Chief Executive Officer ◽  
Regulatory Focus ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Moderating Effects ◽  
Upper Echelons ◽  
Prevention Focus ◽  
Competitive Action ◽  
Executive Officers ◽  
The Relationship

Using regulatory focus, the Chief Executive Officer-Top Management Team (CEO-TMT) interface, and upper echelons theories, the present study casts additional light on the competitive action frequency of firms, as determined by their chief executive officers (CEOs) regulatory focus under the contingent effect of the CEO–TMT dissimilarity of informational demographics. Applying regulatory focus and upper echelons theories, this study first hypothesizes how CEO regulatory focus influences competitive action frequency. Next, leveraging CEO–TMT interface research, this study suggests moderating effects on the part of CEO–TMT dissimilarity, across functional background and tenure, and on the relationship between CEO regulatory focus and competitive action frequency. Drawing on a sample of 218 firms from India for a 5-year period (2010–2015), we find that a CEO promotion focus enhances a firm’s competitive action frequency and that a prevention focus diminishes the same. Furthermore, dissimilarities in terms of both CEO–TMT functional background orientation and tenure in the organization moderate this relationship. This study concludes with a discussion of the article’s theoretical and practical implications.

Character assassination of CEOs in crises – Questioning CEOs’ character and values in corporate crises

2018 ◽  
Vol 33 (4) ◽  
pp. 413-429
Author(s):  
Jens Seiffert-Brockmann ◽  
Sabine Einwiller ◽  
Julia Stranzl
Keyword(s):  
Chief Executive Officer ◽  
Chief Executive Officers ◽  
Public Perception ◽  
Personal Values ◽  
Chief Executive ◽  
Corporate Communication ◽  
Character Traits ◽  
Public Scrutiny ◽  
Executive Officers ◽  
Corporate Crises

This study explores the concept of character assassination in the field of corporate communication. We examine the perception of character traits and personal values of chief executive officers in Austria and Germany during corporate crises. Results suggest that character attacks mostly focus on a chief executive officer’s integrity, while a positive public perception of charisma seems to be related to a chief executive officer’s remaining in office. Furthermore, personal values were under more intense public scrutiny when the chief executive officer in question had to leave their office. Thus, the study suggests that character traits and values are antecedents which influence the outcomes of the process of character assassination.

scholarly journals How much do CEOs influence risk attitudes in a firm’s internationalization? Exploring Chinese mining SOES and NSOES

2016 ◽  
Vol 13 (2) ◽  
pp. 23-30 ◽  
Author(s):  
Monica Ren
Keyword(s):  
Chief Executive Officers ◽  
Chief Executive ◽  
Risk Attitudes ◽  
Chinese Firms ◽  
Qualitative Case Studies ◽  
Strategic Behaviour ◽  
Upper Echelons Theory ◽  
Executive Officers ◽  
Insight Into ◽  
Ownership Types

This paper provides an insight into comprehending Chinese firms’ strategic behaviour on risks in outward foreign direct investment (OFDI). Qualitative case studies, based on eight Chinese mining state-owned and non-state-owned enterprises (SOEs and NSOEs). The findings suggest that: (a) the characteristics of CEOs (Chief Executive Officers) of both SOEs and NSOEs significantly influenced the firms’ internationalization risk attitudes; (b) the tenure of CEOs led to SOEs’ periodical and NSOEs’ perennial risk attitudes; (c) CEOs’ personalities and tenure tend to drive the directions of risk attitudes, while CEOs’ experiences and remuneration were linked with risk intensities. These results support the upper echelons theory, suggesting that in understanding different ownership types of Chinese firms’ internationalization risk attitudes, CEOs’ characteristics should be investigated.

scholarly journals The relationship between CEO compensation and company performance in a South African context

2013 ◽  
Vol 6 (3) ◽  
pp. 539-564 ◽  
Author(s):  
Samuel Bradley
Keyword(s):  
South African ◽  
Chief Executive Officer ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Company Performance ◽  
South African Context ◽  
Return On Equity ◽  
Performance Variables ◽  
African Context ◽  
Executive Officers

The goal of this research was to determine, in a South African context, whether there is any correlation between chief executive officer compensation and the performance of the company. For the purposes of the research, the compensation of chief executive officers was broken down into three components: salary, bonus and ‘other’ remuneration, while company performance was measured on return on equity, return on assets and earnings per share figures. Data in respect of the forty largest listed companies in South Africa were collected over a period of five years. The results of this study indicate that there is no linear relationship between chief executive officer compensation and company performance variables. The econometric models did, however, show correlations between certain variables, taking into account the other predictor variables in the model. Evidence of correlations between age, experience and compensation was also found.

Organizational antecedents of firms’ adoption of strategic human resource practices: Toward a reconciliation of CEO perceptions and family influence

2019 ◽  
Vol 33 (3) ◽  
pp. 223-248
Author(s):  
Chiung-Wen Tsao ◽  
Yi-Hsien Wang ◽  
Shyh-Jer Chen ◽  
Miao-Ju Wang
Keyword(s):  
Human Resource ◽  
Chief Executive Officer ◽  
Chief Executive Officers ◽  
High Performance ◽  
Chief Executive ◽  
Family Influence ◽  
Human Resource Practices ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Executive Officers

There is lively debate in the literature about the effects of family influence on employment practices. Particularly, little empirical research explores the role of family influence in driving a firm’s adoption of specific strategic human resource practices such as high-performance work systems. Drawing from the tenets of the resource-based and stewardship theories, this study examines the relationship between chief executive officers’ perceived human resource capability and firm adoption of high-performance work systems in family business, and the joint moderating effect of family management and ownership on the above linkage. Our analysis uses chief executive officer–human resource manager matched samples of 145 Taiwanese publicly listed firms, the results show that chief executive officers perceived human resource capability is significantly and positively associated with the adoption of high-performance work systems. Moreover, this relationship is found to be the strongest when the family assumes leadership in management (i.e. the firm has a family chief executive officer) and family ownership is high.

Presentation of CEOs in the media: A framing analysis

2018 ◽  
Vol 33 (3) ◽  
pp. 271-289 ◽  
Author(s):  
Nora Denner ◽  
Nicola Heitzler ◽  
Thomas Koch
Keyword(s):  
Chief Executive Officer ◽  
Chief Executive Officers ◽  
Media Coverage ◽  
Chief Executive ◽  
Framing Analysis ◽  
The Public ◽  
The Media ◽  
One Magazine ◽  
Executive Officers ◽  
German Newspapers

Chief executive officers as representatives of their companies are increasingly the focus of attention from both the public and the media. The head manager represents the company and in some cases even personifies it. The growing exposure of chief executive officers has turned some of these individuals into celebrities and media stars. Some studies have shown that the image of the chief executive officer is closely linked to that of the company. However, the presentation of chief executive officers in media coverage has received little research interest. The present study aims to fill this research gap by conducting a content analysis of two German newspapers and one magazine published from July 2013 to June 2015 to assess chief executive officer press coverage. We focus on the personalization of chief executive officers in corporate coverage by deriving six frames which show that chief executive officers are presented very differently in the media, for example, as an individual or a representative of the company.

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.

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