scholarly journals Empirical Evidence on CEO Reputation: Perspectives, Actions and Influence

2018 ◽  
Vol 13 (12) ◽  
pp. 215 ◽  
Author(s):  
Maria Giovanna Confetto ◽  
Francesca Conte ◽  
Claudia Covucci
Keyword(s):  
Leadership Style ◽  
Chief Executive Officers ◽  
Corporate Reputation ◽  
Theoretical Perspective ◽  
Chief Executive ◽  
Personal Brand ◽  
Managerial Implications ◽  
Executive Officers ◽  
Symbolic Image ◽  
Structured Questionnaire

The study aims to explore the theoretical perspective (ability or symbolic image perspective) that underlies the development of reputation of Chief Executive Officers (CEO), investigating the activities that contribute to create a leaders’ good name and exploring their view about the level of influence of their personal reputation on corporate reputation. Through a structured questionnaire, a web survey has been carried out addressing CEOs of large companies located in Italy. The respondents to the survey are 93 CEOs. The findings of the survey reveal that, according to executives’ view, CEO reputation reflects individual skills (ability perspective), in which the leadership style, credibility and charisma play a key role. Furthermore, results highlight executives are aware that their reputation are increasingly intertwined with the corporate reputation, but they do not believe that the construction of a personal brand is necessary to increase their reputation and, consequently, that of the company. The study sheds more light on the understanding of CEO’s reputation role in corporate reputation development, reinforcing the value of strategic leadership perspective. It contributes to the ongoing debate on CEO reputation and involves managerial implications, pointing out advantages and risks of linking CEO branding with company’s reputation.

Influence of chief executive officer servant leadership on middle managers' voice behavior

2021 ◽  
Vol 49 (5) ◽  
pp. 1-13
Author(s):  
Chun Yang ◽  
Wensong Zhang ◽  
Shaoxue Wu ◽  
Daisy Mui Hung Kee ◽  
Pan Liu ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Chief Executive Officers ◽  
Middle Managers ◽  
Chief Executive ◽  
Positive Influence ◽  
Voice Behavior ◽  
Promotion Focus ◽  
Managerial Implications ◽  
Executive Officers

On the basis of social learning theory, we explored the mechanism through which chief executive officers' use of the servant leadership style affects middle managers' voice behavior. We analyzed data obtained from a sample of managers of firms in the energy industry in China. We found that chief executive officers' servant leadership had a positive influence on organizational collective promotion focus through its effects on top management team servant leadership. Further, organizational collective promotion focus was positively correlated with middle managers' voice behavior through the mediator of middle managers' promotion focus. Finally, a promotion focus motivated middle managers to speak out more often in their organizations. Theoretical and managerial implications are discussed.

scholarly journals Empirical Investigation of Chief Executive Officers' Personal Brand

2018 ◽  
Vol 26 (2) ◽  
pp. 112-120
Author(s):  
Ildikó Takács ◽  
Veronika Takács ◽  
Anna Kondor
Keyword(s):  
Social Environment ◽  
Leadership Style ◽  
Chief Executive Officers ◽  
Empirical Investigation ◽  
Chief Executive ◽  
Organizational Studies ◽  
Personal Brand ◽  
The Social ◽  
Executive Officers ◽  
The Ideal

Leadership has been a topic of investigation in organizational studies for many years. Several researchers have investigated the ideal leader, and even more theories and models have been built around the concepts of leadership style, behavior, personality, performance, competences, skills and so on. However, studies of how these characteristics are combined as 'personal brands', and how they are perceived by the social environment are clearly lacking. The aim of the paper is therefore to identify the dimensions of CEOs' personal brand, in other words to investigate the aspects that apply to leaders’ social environment and to perceive and evaluate them. Using exploratory factor analysis on a Hungarian sample, three factors have been identified as the basis for CEOs' personal brand: competence, morality and humanity.

scholarly journals The relationship between chief executive officer compensation and the size and industry of South African state-owned enterprises

2019 ◽  
Vol 17 ◽  
Author(s):  
Mariette Coetzee ◽  
Magda L. Bezuidenhout
Keyword(s):  
Chief Executive Officers ◽  
Ceo Compensation ◽  
African State ◽  
Chief Executive ◽  
Annual Reports ◽  
Performance Contracts ◽  
Ceo Pay ◽  
Managerial Implications ◽  
Executive Officers ◽  
The Relationship

Orientation: Concerns about exorbitant executive compensation are making headlines, because executives receive lucrative packages despite state-owned enterprises (SOEs) performing poorly. It appears as if chief executive officers (CEOs) are not being held accountable for the performance of the SOEs.Research purpose: The purpose of the study was to determine whether the size and the industry of an SOE had an impact on CEO compensation packages.Motivation for the study: A greater understanding of the relationship between CEO remuneration and the size and type of industry of SOEs would assist with the standardisation of CEO remuneration and linking CEO pay to SOE performance.Research approach/design and method: A multiple regression analysis on a pooled dataset of 162 panel observations was conducted over a 9-year period. Financial data of 18 SOEs were extracted from the McGregor BFA database and the annual reports of SOEs.Main findings: The findings show that the size of an SOE does not influence the total compensation of CEOs. However, larger SOEs pay larger bonuses due to these SOEs being in a stronger financial position to offer lucrative bonuses. CEO’s remuneration was aligned within certain industries.Practical/managerial implications: The findings emphasise the need to link CEO compensation with SOE performance. Standardisation in setting CEO compensation and implementing performance contracts should be considered.Contribution/value-add: The study confirms that CEO pay is not linked to performance and not justified when considering SOE size or industry.

Passion in executive mentoring influences organizational innovativeness

2018 ◽  
Vol 46 (2) ◽  
pp. 219-231
Author(s):  
James Hatch Moore ◽  
Zhongming Wang
Keyword(s):  
Chief Executive Officers ◽  
Chief Executive ◽  
Organizational Improvement ◽  
Organizational Innovativeness ◽  
Confirmatory Factor ◽  
Managerial Implications ◽  
Opposite View ◽  
Executive Officers ◽  
First Time

Mentoring is a popular resource for individual and organizational improvement. In this study we examined for the first time passion in executive mentoring as a potential approach to developing organizational innovativeness. In most previous studies the executives, for example, chief executive officers, were the mentors, but we took the opposite view, namely, the executives were the mentees. Results confirmed the hypotheses that the executive's perception of the mentor's passion was positively related to the executive's perception of organizational innovativeness, through the quality of mentoring and cognitive adaptability. Confirmatory factor analysis and regression analysis confirmed the validity of the results. Results demonstrated the value of passion in executive mentoring and the subsequent link to organizational innovativeness via the quality of mentoring and cognitive adaptability. Theoretical and managerial implications and directions for further research are discussed.

Defining Corporate Strengths And Weaknesses: Is It Essential for Successful Strategy Implementation?

1988 ◽  
Vol 12 (2) ◽  
pp. 57-72 ◽  
Author(s):  
Eliza Ching-Yick Tse
Keyword(s):  
Strategic Planning ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Competitive Environment ◽  
Effective Strategies ◽  
Telephone Interviews ◽  
Restaurant Managers ◽  
Restaurant Firms ◽  
Executive Officers ◽  
Structured Questionnaire

This paper discusses the importance of strategic planning, which is generally believed to lead to higher financial performance. The restaurant market appears to be saturated and the competitive environment is growing increasingly turbulent. Operators are facing tough conditions in which to try to survive. To succeed in this dynamic and increasingly competitive environment, restaurant managers must now systematically monitor trends, anticipate threats and opportunities, perform sound internal analyses of strengths and weakesses relative to the firms' capabilities and resources, and formulate effective strategies to gain a competitive advantage. A study was conducted to gain information on the strategic planning activity, and specifically the degree of internal strengths and weaknesses analysis performed by restaurant firms. One hundred and fifty randomly selected restaurant firms were sent a letter soliciting the chief executive officers' participation in the study. Telephone interviews using a structured questionnaire were conducted. Results of the survey indicated that two thirds of the firms engaged in planning activities of various degrees. A summary of how they conduct internal analysis is presented. A framework for conducting internal corporate strengths and weaknesses analysis is proposed for restaurant firms.

Effect of chief executive officers as servant leaders on team project performance: A social learning perspective

2021 ◽  
Vol 49 (7) ◽  
pp. 1-13
Author(s):  
Tengqun Yu ◽  
Chun Yang ◽  
Xijing Zhang ◽  
Yuhuan Xia
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Project Performance ◽  
Team Process ◽  
Indirect Influence ◽  
Goal Clarity ◽  
Team Project ◽  
Executive Officers

This study explored the mechanism through which chief executive officers' (CEOs) servant leadership style affects team project performance. We established a multilevel mechanism through which servant leadership exerts an indirect influence on team performance via team goal clarity and team process clarity. Participants comprised 100 CEOs matched with 572 middle managers, working at intelligence intensive companies. Our results show that CEOs' servant leadership, through its effect on team goal clarity, team process clarity, and team knowledge creation, had an indirect influence on team project performance. Thus, leadership selection and training programs should be developed for CEOs, and top leaders should stimulate employees' understanding of team goals and work processes.

scholarly journals An Empirical Examination of The Relationship Between the Background Characteristics of The CEO and Overall Corporate Reputation

1970 ◽  
Vol 14 (2) ◽  
pp. 141-155
Author(s):  
Peter Stanwick ◽  
Sarah Stanwick
Keyword(s):  
Chief Executive Officers ◽  
Corporate Reputation ◽  
Positive Impact ◽  
Chief Executive ◽  
Past Research ◽  
Background Characteristics ◽  
Empirical Examination ◽  
Time Period ◽  
Executive Officers ◽  
The Relationship

This paper examines the relationship between the overall corporate reputation of an organization and the background characteristics of the Chief Executive Officers (CEOs) across twenty-one major industry classifications. Four background characteristics are examined: (1) age, (2) tenure with the company, (3) tenure as CEO, and (4) functional background (career path). These characteristics are explored by examining the overall corporate reputation of the organization through a proxy, the Fortune Corporate Reputation Index. Drawing on past research in the area of background characteristics (Hambrick and Mason, 1984) and corporate reputation (Fombrun and Shanley, 1990), hypotheses were tested which examined the background characteristics of CEOs and the company’s overall corporate reputation. The results of this paper show that, in general, the CEO's background characteristics impact the level of overall corporate reputation of the firm. The type of functional background of the CEO has a significant positive impact on the level of overall corporate reputation. Over a four-year time period (1990 to 1994), age, tenure with the company, and tenure as CEO were negatively related to the overall corporate reputation of organizations that retained their CEO. For firms that had replaced the CEO, a positive relationship between overall corporate reputation and tenure with the company and age was discovered.

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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