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Roles Executives Play: CEOs, Behavioral Complexity, and Firm Performance

dc.contributor.authorHart, Stuart L.en_US
dc.contributor.authorQuinn, Robert E.en_US
dc.date.accessioned2010-04-13T19:20:22Z
dc.date.available2010-04-13T19:20:22Z
dc.date.issued1993en_US
dc.identifier.citationHart, Stuart; Quinn, Robert (1993). "Roles Executives Play: CEOs, Behavioral Complexity, and Firm Performance." Human Relations 46(5): 543-574. <http://hdl.handle.net/2027.42/67302>en_US
dc.identifier.issn0018-7267en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/67302
dc.description.abstractThis paper develops a model of executive leadership consisting of four competing roles: Vision Setter, Motivator, Analyzer, and Task Master. These four roles are operationalized and hypotheses are then tested concerning their relationships to three dimensions of firm performance using data collected from a sample of 916 top managers. Results suggest that CEOs with high "behavioral complexity" - the ability to play multiple, competing roles - produce the best firm performance, particularly with respect to business performance (growth and innovation) and organizational (stakeholder) effectiveness. Executive leadership role had little to do with firms' financial performance.en_US
dc.format.extent3108 bytes
dc.format.extent3047735 bytes
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dc.format.mimetypeapplication/pdf
dc.publisherSage Publicationsen_US
dc.subject.otherExecutivesen_US
dc.subject.otherLeadershipen_US
dc.subject.otherTop Management Rolesen_US
dc.subject.otherPerformanceen_US
dc.titleRoles Executives Play: CEOs, Behavioral Complexity, and Firm Performanceen_US
dc.typeArticleen_US
dc.subject.hlbsecondlevelSocial Worken_US
dc.subject.hlbsecondlevelSociologyen_US
dc.subject.hlbtoplevelSocial Sciencesen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumGraduate School of Business Administration, University of Michigan, Ann Arbor, Michigan 48109.en_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/67302/2/10.1177_001872679304600501.pdf
dc.identifier.doi10.1177/001872679304600501en_US
dc.identifier.sourceHuman Relationsen_US
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dc.owningcollnameInterdisciplinary and Peer-Reviewed


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