Data obtained from 43 executives in Phoenix, Arizona, were used to test a series of hypotheses regarding the link between a leader'S Type A, coronary-prone behavior pattern, the perception of environmental uncertainty, and an organization'S strategy. Results indicate that a person'S Type A characteristics were related to both how the environment was perceived and a firm'S strategic direction. Specifically, Type A executives with Type A personalities perceived the environment as more dynamic and were more likely to seek external diversification than were executives with Type B personalities. The results are discussed in terms of (a) the implications of the use of the Type A, coronary-prone behavior pattern in leadership and top management research and (b) the potential impact of the measure of Type A personality on the selection of managers.
ASJC Scopus subject areas
- Social Psychology