TY - JOUR
T1 - Ceo servant leadership
T2 - Exploring executive characteristics and firm performance
AU - Peterson, Suzanne
AU - Galvin, Benjamin M.
AU - Lange, Donald
PY - 2012/9
Y1 - 2012/9
N2 - This study offers an examination of the relationships between chief executive officer (CEO) servant leadership, the executive characteristics of narcissism, founder status, and organizational identification, and firm performance in a sample of 126 CEOs in technology organizations. Analysis of data gathered over multiple periods revealed a negative relationship between CEO narcissism and servant leadership, and a positive relationship between founder status (i.e., founder or nonfounder) and servant leadership. Furthermore, CEO organizational identification served as a partial mediating mechanism linking narcissism and founder status to servant leadership. In turn, CEO servant leadership predicted subsequent firm performance (measured as return on assets). The results of this study have implications for researchers interested in better understanding the predictors and consequences of servant leadership and for practitioners concerned with combating negative or selfish executive leadership behaviors and employing servant leadership for the organization's benefit.
AB - This study offers an examination of the relationships between chief executive officer (CEO) servant leadership, the executive characteristics of narcissism, founder status, and organizational identification, and firm performance in a sample of 126 CEOs in technology organizations. Analysis of data gathered over multiple periods revealed a negative relationship between CEO narcissism and servant leadership, and a positive relationship between founder status (i.e., founder or nonfounder) and servant leadership. Furthermore, CEO organizational identification served as a partial mediating mechanism linking narcissism and founder status to servant leadership. In turn, CEO servant leadership predicted subsequent firm performance (measured as return on assets). The results of this study have implications for researchers interested in better understanding the predictors and consequences of servant leadership and for practitioners concerned with combating negative or selfish executive leadership behaviors and employing servant leadership for the organization's benefit.
UR - http://www.scopus.com/inward/record.url?scp=84864774969&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=84864774969&partnerID=8YFLogxK
U2 - 10.1111/j.1744-6570.2012.01253.x
DO - 10.1111/j.1744-6570.2012.01253.x
M3 - Article
AN - SCOPUS:84864774969
SN - 0031-5826
VL - 65
SP - 565
EP - 596
JO - Personnel Psychology
JF - Personnel Psychology
IS - 3
ER -