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CEO humility and its relationship with middle manager behaviors and performance: examining the CEO-middle manager interface

Description
In spite of the existence of successful humble CEOs, the current strategic leadership literature has little understanding regarding what humility is and how humble CEOs influence organizational effectiveness by creating a context to motivate managers. After applying the self-concept framework to integrate the humility literature, I proposed four mechanisms through…

In spite of the existence of successful humble CEOs, the current strategic leadership literature has little understanding regarding what humility is and how humble CEOs influence organizational effectiveness by creating a context to motivate managers. After applying the self-concept framework to integrate the humility literature, I proposed four mechanisms through which CEO humility were related to middle manager ambidextrous behaviors and job performance: CEO empowering leadership, empowering organizational climate, top management team integration and heterogeneity. After developing and validating a humility scale in China, I collected survey data from a sample of 63 organizations with 63 CEOs, 327 top management team members and 645 middle managers to test the research model. Except for top management team heterogeneity, the other three CEO-middle manager mediating mechanisms received moderate support. Specifically, I found that humble CEOs were empowering leaders; their empowering leadership behaviors were positively associated with top management team integration and empowering organizational climate, which in turn correlated positively with middle manager ambidexterity and job performance.
ContributorsOu, Yi (Author) / Tsui, Anne S. (Thesis advisor) / Kinicki, Angelo J. (Committee member) / Waldman, David A. (Committee member) / Arizona State University (Publisher)
Created2011
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Optimism, attribution and corporate investment policy

Description
Chief Executive Officers (CEOs) whose observed personal option-holding patterns are not consistent with theoretical predictions are variously described as overconfident or optimistic. Existing literature demonstrates that the investment and financing decisions of such CEOs differ from those of CEOs who do not exhibit such behavior and interprets the investment and…

Chief Executive Officers (CEOs) whose observed personal option-holding patterns are not consistent with theoretical predictions are variously described as overconfident or optimistic. Existing literature demonstrates that the investment and financing decisions of such CEOs differ from those of CEOs who do not exhibit such behavior and interprets the investment and financing decisions by overconfident or optimistic CEOs as inferior. This paper argues that it may be rational to exhibit behavior interpreted as optimistic and that the determinants of a CEO’s perceived optimism are important. Further, this paper shows that CEOs whose apparent optimism results from above average industry-adjusted CEO performance in prior years make investment and financing decisions which are actually similar, and sometimes superior to, those of unbiased CEOs.
ContributorsWalton, Richard (Author) / Bates, Thomas (Thesis advisor) / Lindsey, Laura (Committee member) / Babenko, Ilona (Committee member) / Arizona State University (Publisher)
Created2016