Follower perceptions of CEO leadership as a function of the leader's stakeholder and economic values

Nathan T. Washburn, Mary Sully de Luque, David Waldman

Research output: Chapter in Book/Report/Conference proceedingConference contribution

Abstract

This research develops a new perspective on the debate between stakeholder and economic theories. Both theories have received criticism for misleading executives in their decision making-stakeholder theory for its ambiguity and economics for its bias toward the short term. An alternative explanation suggests that the stakeholder and economic values that executives use in their decision making, combined with leadership, predict employee effort and firm performance. Within a multinational sample, economic decision-making values are associated with autocratic leadership, whereas stakeholder decision-making values relate to visionary leadership. Visionary leadership alone positively predicts motivation and performance. Implications of these findings are discussed.

Original languageEnglish (US)
Title of host publicationAcademy of Management 2007 Annual Meeting: Doing Well by Doing Good, AOM 2007
StatePublished - 2007
Event67th Annual Meeting of the Academy of Management, AOM 2007 - Philadelphia, PA, United States
Duration: Aug 3 2007Aug 8 2007

Other

Other67th Annual Meeting of the Academy of Management, AOM 2007
CountryUnited States
CityPhiladelphia, PA
Period8/3/078/8/07

Keywords

  • Leadership
  • Stakeholder theory
  • Values

ASJC Scopus subject areas

  • Management Information Systems
  • Management of Technology and Innovation

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    Washburn, N. T., Sully de Luque, M., & Waldman, D. (2007). Follower perceptions of CEO leadership as a function of the leader's stakeholder and economic values. In Academy of Management 2007 Annual Meeting: Doing Well by Doing Good, AOM 2007