Session 244

TMT Traits, Characteristics and Roles

Track H

Date: Monday, November 7, 2011


Time: 08:00 – 09:15

Common Ground

Room: Periwinkle


  • dt ogilvie, Rochester Institute of Technology

Title: Differential Leadership in a Relational World: How Culture Context Shapes Strategic Organization


  • Weiling Hsu, INSEAD
  • Wei-Ru Chen, INSEAD

Abstract: This paper investigates how people are organized in a context of relationism with authoritarian leaders. We study differential leadership, which is one of the prevailing and long existing leadership practices in Eastern Asian enterprises. We illustrate Chinese top leaders' behaviour in categorizing employees into insiders and outsiders and managing them differently in accordance with such classification. We propose research propositions to illustrate the functions of differential leadership and propositions concerning contexts that make differential leadership effective.

Title: In the Mind of a Leader: Political Ideology and Corporate Social Responsibility


  • Tatiana Zalan, University of South Australia
  • Fuming Jiang, Curtin University

Abstract: This paper contributes to an understanding of how political ideologies many influence corporate social responsibility (CSR) mindsets of executives and induce them to adopt a range of strategic responses to CSR. We conceptualize CSR mindsets as a multidimensional, hierarchical construct, with the economic/noneconomic dimension at the top of the hierarchy. Taking China as our research context, we suggest that senior executives’ mindsets are likely to be influenced by socialist and capitalist political ideologies which co-exist in modern China. Each of these ideologies will influence whether executives take a reactive or proactive stance to CSR. We propose that this response may be moderated by industry competition, firm’s resource endowments, government regulation, managerial incentives and consumers’ response to CSR. Several propositions are proposed.

Title: Pilot vs. Copilot: A Power Perspective on the Impact of a Separate COO on Strategic Change


  • Johanna Mueller, University of St. Gallen

Abstract: Spotlighting the relationship between an organization's two most important actors, namely the CEO and COO, this paper investigates the COO's impact on strategic change through a power perspective. Following power circulation theory and based on the analysis of CEO power, I propose that a powerful CEO induces the COO to be a partner and to enhance strategic persistence whereas the presence of a COO and strategic change are positively related under conditions of low CEO power. The paper contributes to the COO research streams, as it helps surmounting limitations of previous research on the CEO/COO duo.

Title: The Impact of Executive's Core Self Evaluation and Anger on Their Individual Decision Making Comprehensiveness


  • Rebekka Skubinn, Leibniz University of Hannover
  • Steven Floyd, University of Massachusetts Amherst

Abstract: Upper echelons theory describes that executives are influenced by their personalities in strategic decision-making. Drawing on recent advances involving the use of core self evaluation to holistically assess the sense of a CEOs self potency, this paper aims at contributing to the explanation of the psychological processes underlying executive decision making by developing and testing a model linking core self evaluation to individual decision making comprehen-siveness and introducing anger as an emotion mediating this relationship. Using data from 100 MBA and graduate business students from a noted European business university aspiring leadership positions we find that individuals with higher core self evaluations make more comprehensive decisions and are less likely to get angry in decision making situations, while anger negatively influences individual decision making comprehensiveness.

Title: The Influence of Executive Narcissism on Top Management Team Processes


  • Carla Jones, Sam Houston State University
  • LaKami Baker, Auburn University

Abstract: This paper explores how narcissism among the executive team can influence CEO and top management team member interactions and processes. While we have gained some understanding of how CEO narcissism is manifest through the strategic actions of a firm, we have very little insight regarding the effects of narcissism among the executive team. We posit that narcissism (characteristics) among the top management team will influence the strategic decision process. We develop six propositions that can serve as the starting point for future exploration of the effects of narcissism among the CEO and the top management team on team processes and organizational outcomes.

Title: TMTs that Love Themselves: The Role of Collective Narcissism in Strategy Process and Content


  • Philip Roundy, University of Texas-Austin

Abstract: Although there is an intuitive connection between strategy process and content, the theoretical link between these topics has been under-examined. This conceptual paper bridges the strategy process and content literatures by examining how one strategic decision traditionally examined by content researchers – alliance partner selection – is influenced by the decision processes surrounding it. Specifically, the author draws on a construct from political psychology – collective (or group-level) narcissism – and argues that there is a negative relationship between TMT narcissism and the comprehensiveness of a TMT’s strategic decision process. The comprehensiveness of TMTs’ decision processes is, in turn, argued to influence the selection of firms’ alliance partners. Finally, it is argued that the relationship between TMT narcissism and comprehensiveness will be moderated by the continuity of the TMT.

All Sessions in Track H...

Sun: 09:30 – 10:45
Session 325: Strategy Process and Practice Research in Perspective and Future Directions
Sun: 11:15 – 12:30
Session 326: Systems Perspective to Strategy Process Research
Sun: 13:45 – 15:00
Session 327: Strategy Process, Acquistion Process and Activity Sequences
Mon: 08:00 – 09:15
Session 238: Processes for Adaptation and Change
Session 244: TMT Traits, Characteristics and Roles
Mon: 11:00 – 12:15
Session 239: Risk, Uncertainty and Behavior
Mon: 13:30 – 14:45
Session 237: Dynamic Capabilities, Evolution and Change
Mon: 15:15 – 16:30
Session 242: Managerial Levels and Roles in Processes
Tue: 11:15 – 12:30
Session 241: Perspectives on Strategy Making and Planning
Tue: 14:15 – 15:30
Session 246: Processes of Resource Management
Tue: 16:00 – 17:15
Session 243: Understanding Decision Making Processes
Wed: 08:00 – 09:15
Session 304: Alliances and Cooperation Processes
Wed: 09:45 – 11:00
Session 240: Organizational Structures and Processes

Strategic Management Society