Abstract: This paper develops a full theoretical model of the antecedents of narcissistic chief executive leadership, the impact of narcissistic chief executive officer leadership on the firm’s top management team and organizational culture and the subsequent impact on firm performance. This paper specifically seeks to identify the environments in which narcissistic ceo leadership typically arises, and develops propositions regarding the subsequent effect of this leadership behavior on the top management team and the implications for the overall firm. This approach provides for a more fine-grained analysis of the drivers of a particular leadership style and the impact of the leadership style on firm performance and provides needed research that specifically focuses on the relationship between CEOs and their teams to gain a clearer understanding of how CEOs impact organizational outcomes.

Abstract: It is widely viewed that dominant CEOs are the saviors of firms in crisis as they are more apt to make fast, bold decisions; yet, this view has not been systematically examined. In this study, we question the validity of this view and propose an alternative explanation for its development. Specifically, this view might have been developed not because dominant CEOs are really the saviors of firms in crisis, but because the society has selectively remembered the turnaround successes led by dominant CEOs while having forgotten the turnaround failures. We derive two sets of hypotheses and test them using a sample of firms from the U.S. computer industry for the period 1997-2005.

Abstract: Our research aims to investigate the impact of CEO power on firm financial performance in a post-SOX era. We investigate the effect of board of directors on the relationship between CEO power and firm performance. This research considers board independence, directors’ incentives and board activity as potential moderators of the relationship between CEO power and firm financial performance. We tested our hypotheses using a sample of 500 large US industrial firms. Preliminary results on a cross-sectional dataset provide support for our hypotheses and indicate that CEO power has a strong positive impact on firm financial performance, and that the board of directors moderates such relationship. We are collecting additional data to build a longitudinal dataset that includes observations both pre- and post- Sarbanes Oxley Era

Abstract: The recent year has brought about significant losses to firms around the world. Apart from external factors, poor decisions made by top managers likely have also contributed to the firms’ poor performance. These internal factors, rarely investigated in the governance literature, include greed, hubris and ineffective decision-making. We empirically examine how managerial greed and hubris combined with inadequate monitoring might have contributed to an increase in firm risk and a decrease in performance of corporations in a range of industries. The managerialist perspective and agency theory form the basis of our theoretical model. The contributions of our paper include developing of a novel construct and extending our understanding of how managerial attributes such as greed and hubris can lead to poor firm performance.