Session 200

Social Psychological Perspectives of CEOs

Track F

Date: Tuesday, October 13, 2009

 

Time: 10:00 – 11:15

Paper

Room: Meeting Room 15


Session Chair:
Michael A. Hitt, Texas A&M University and TCU

Title: Antecedents and Consequences of Narcissistic CEO Leadership and the Impact on Top Management Teams

Authors

  • Kimberly Pleasant, Georgia State University

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.

Title: Are Dominant CEOs Really the Saviors of Firms in Crisis?

Authors

  • Jianyun Tang, Memorial University of Newfoundland

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.

Title: CEO-Board Relationships in a Post-SOX Era

Authors

  • Laura Berardi, University of Chieti-Pescara
  • Alessandro Minichilli, Bocconi University
  • Alessandro Zattoni, Bocconi University

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

Title: Greed, Hubris and Ineffective Monitoring: Impact on Downside Risk and Firm Performance

Authors

  • Katalin Takacs Haynes, University of Delaware
  • Joanna Tochman Campbell, University of Cincinnati
  • Michael A. Hitt, Texas A&M University and TCU

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.

All Sessions in Track F...

Sun: 10:00 – 11:30
Session 260: Writing Workshop for Doctoral Students and Junior Faculty
Sun: 13:00 – 14:30
Session 261: Shareholder Primacy and Corporate Policy
Sun: 15:00 – 16:30
Session 262: The Role of Government in M&A Activity
Sun: 16:30 – 17:30
Session 310: Corporate Strategy & Governance, IG Meeting
Mon: 12:45 – 14:00
Session 198: Perspectives on CEO Succession
Session 228: Business Groups, Alliances, and Contracts
Mon: 15:45 – 17:00
Session 229: Alliances and Corporate Strategy
Session 230: Ownership Determinants and Consequences
Mon: 17:15 – 18:30
Session 194: CEOs and Top Management Teams
Session 197: Diversity, Identity, and Corporate Governance
Session 233: Top Executives and Directors in Organizational Dynamics
Tue: 10:00 – 11:15
Session 199: Executive Compensation
Session 200: Social Psychological Perspectives of CEOs
Tue: 11:30 – 12:45
Session 195: Competitive Dynamics of Business Groups
Session 234: Constraints and Catalysts on Corporate Growth
Tue: 14:30 – 15:45
Session 226: Relatedness, Dominant Logics, and Other Diversification Logics
Session 231: Institutions and Agents
Wed: 10:00 – 11:15
Session 227: Corporate Strategy & Diversification
Session 232: Stakeholders in the Corporate Governance Equation
Wed: 11:30 – 12:45
Session 196: Behavioral Perspectives on Boards of Directors
Session 225: Acquisitions and Corporate Strategy


Strategic Management Society

Washington DC