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

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 proceeding › Conference 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 language	English (US)
Title of host publication	Academy of Management 2007 Annual Meeting: Doing Well by Doing Good, AOM 2007
State	Published - 2007
Event	67th Annual Meeting of the Academy of Management, AOM 2007 - Philadelphia, PA, United States Duration: Aug 3 2007 → Aug 8 2007

Other

Other	67th Annual Meeting of the Academy of Management, AOM 2007
Country/Territory	United States
City	Philadelphia, PA
Period	8/3/07 → 8/8/07

Keywords

Leadership
Stakeholder theory
Values

ASJC Scopus subject areas

Management Information Systems
Management of Technology and Innovation

Cite this

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

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.",

keywords = "Leadership, Stakeholder theory, Values",

author = "Washburn, {Nathan T.} and {Sully de Luque}, Mary and David Waldman",

year = "2007",

language = "English (US)",

booktitle = "Academy of Management 2007 Annual Meeting: Doing Well by Doing Good, AOM 2007",

note = "67th Annual Meeting of the Academy of Management, AOM 2007 ; Conference date: 03-08-2007 Through 08-08-2007",

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T1 - Follower perceptions of CEO leadership as a function of the leader's stakeholder and economic values

AU - Washburn, Nathan T.

AU - Sully de Luque, Mary

AU - Waldman, David

PY - 2007

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N2 - 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.

AB - 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.

KW - Leadership

KW - Stakeholder theory

KW - Values

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M3 - Conference contribution

AN - SCOPUS:84858420048

BT - Academy of Management 2007 Annual Meeting: Doing Well by Doing Good, AOM 2007

T2 - 67th Annual Meeting of the Academy of Management, AOM 2007

Y2 - 3 August 2007 through 8 August 2007

ER -

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

Abstract

Other

Keywords

ASJC Scopus subject areas

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