Whilst there is little doubt that organisational performance relies on a multitude of factors, one of the most prevalent are the characteristics of the organisation’s Chief Executive Officer (CEO). This has been a growing area of interest with an average of 6,000 published studies being conducted in 2009 with this average rising to over 11,000 a year since 2013.
As a result of this interest, and a direct request for more information from members, we have compiled a research briefing about the very latest findings about CEO characteristics and their impact on performance.
- Introduction 4
- Recruiting new CEOs 5
- Educational background of CEOs 6
- The impact of organisational ownership 7
- The impact of entrepreneurial CEOs 8
- International outlook 9
- Use of social media by CEOs 9
- CEO materialism 9
- CEOs strategy capability 10
- Humble CEOs with and without vision 11
- Specialist v generalist CEOs 12
- Dealing with uncertainty 13
- Organisational ambidexterity 14
- CEO familiarity bias in mergers and acquisitions 15
- CEO psychological characteristics 16
- The dark triad 16
- Narcissism 16
- Psychopathy 16
- Machiavellianism 16
- The impact of leaders/CEOs with dark triad tendencies 17
- CEO personality traits associated with positive organisational performance 17
- CEO agreeableness 17
- Emotional stability 17
- Conscientiousness 17
- Openness to experience 17
- Extraversion 17
- Strategic change and CEO personality 18
- Extraversion and the cost of capital and risk 18
- The dark triad 16
- Innovation and CEO characteristics 19
- CEO risk aversion 19
- CEO flexibility 19
- CEO personality and innovation 19
- CEO stability, optimism and resilience 20
- Conclusion 21
- References 22
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