Abstract
Humble leadership is attracting increased scholarly attention, but little is known about its effects when used in conjunction with less humble leadership behaviors that rely on a perception of the leader as confident and charismatic. This study contrasts the effects on top management team (TMT) potency and organizational performance of a more humble (feedback seeking) and a less humble (vision) CEO leader behavior. We hypothesize that CEO feedback seeking increases TMT potency and firm performance by communicating to TMT members that the organization values their input and encouraging their own feedback seeking, whereas CEO vision articulation influences these outcomes by fostering greater clarity about the firm's direction, and an enhanced ability to coordinate efforts within the TMT. CEOs who have not developed a vision can achieve a similar positive impact on TMT potency and firm performance by seeking feedback. In a sample of CEOs and TMT members from 65 firms, both CEO feedback seeking and vision articulation exhibit positive direct relationships with firm performance. However, only feedback seeking displays an indirect effect on performance via TMT potency. Finally, CEO feedback seeking has its strongest effects on firm performance and TMT potency for CEOs who are not seen as having a vision.
| Original language | English (US) |
|---|---|
| Journal | Journal of Organizational Behavior |
| DOIs | |
| State | Accepted/In press - 2017 |
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Keywords
- CEO
- Feedback seeking
- Humble leadership
- Vision
ASJC Scopus subject areas
- Applied Psychology
- Sociology and Political Science
- Psychology(all)
- Organizational Behavior and Human Resource Management
Cite this
Two roads to effectiveness : CEO feedback seeking, vision articulation, and firm performance. / Ashford, Susan J.; Wellman, Edward; Sully de Luque, Mary; De Stobbeleir, Katleen E.M.; Wollan, Melody.
In: Journal of Organizational Behavior, 2017.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - Two roads to effectiveness
T2 - CEO feedback seeking, vision articulation, and firm performance
AU - Ashford, Susan J.
AU - Wellman, Edward
AU - Sully de Luque, Mary
AU - De Stobbeleir, Katleen E.M.
AU - Wollan, Melody
PY - 2017
Y1 - 2017
N2 - Humble leadership is attracting increased scholarly attention, but little is known about its effects when used in conjunction with less humble leadership behaviors that rely on a perception of the leader as confident and charismatic. This study contrasts the effects on top management team (TMT) potency and organizational performance of a more humble (feedback seeking) and a less humble (vision) CEO leader behavior. We hypothesize that CEO feedback seeking increases TMT potency and firm performance by communicating to TMT members that the organization values their input and encouraging their own feedback seeking, whereas CEO vision articulation influences these outcomes by fostering greater clarity about the firm's direction, and an enhanced ability to coordinate efforts within the TMT. CEOs who have not developed a vision can achieve a similar positive impact on TMT potency and firm performance by seeking feedback. In a sample of CEOs and TMT members from 65 firms, both CEO feedback seeking and vision articulation exhibit positive direct relationships with firm performance. However, only feedback seeking displays an indirect effect on performance via TMT potency. Finally, CEO feedback seeking has its strongest effects on firm performance and TMT potency for CEOs who are not seen as having a vision.
AB - Humble leadership is attracting increased scholarly attention, but little is known about its effects when used in conjunction with less humble leadership behaviors that rely on a perception of the leader as confident and charismatic. This study contrasts the effects on top management team (TMT) potency and organizational performance of a more humble (feedback seeking) and a less humble (vision) CEO leader behavior. We hypothesize that CEO feedback seeking increases TMT potency and firm performance by communicating to TMT members that the organization values their input and encouraging their own feedback seeking, whereas CEO vision articulation influences these outcomes by fostering greater clarity about the firm's direction, and an enhanced ability to coordinate efforts within the TMT. CEOs who have not developed a vision can achieve a similar positive impact on TMT potency and firm performance by seeking feedback. In a sample of CEOs and TMT members from 65 firms, both CEO feedback seeking and vision articulation exhibit positive direct relationships with firm performance. However, only feedback seeking displays an indirect effect on performance via TMT potency. Finally, CEO feedback seeking has its strongest effects on firm performance and TMT potency for CEOs who are not seen as having a vision.
KW - CEO
KW - Feedback seeking
KW - Humble leadership
KW - Vision
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UR - http://www.scopus.com/inward/citedby.url?scp=85023179061&partnerID=8YFLogxK
U2 - 10.1002/job.2211
DO - 10.1002/job.2211
M3 - Article
AN - SCOPUS:85023179061
JO - Journal of Organizational Behavior
JF - Journal of Organizational Behavior
SN - 0894-3796
ER -