Gender and the attributions of chief executive responsibility for successful or unsuccessful organizational outcomes

In this article the author describes a situation in which the Nurse Executive’s values were in direct opposition to those of the Chief Executive Officer (CEO). She describes how it took considerable courage on the part of the Nurse Executive to resolve this situation by demonstrating concern and respect for a chemically impaired staff member, rather than by focusing on the situation from a strictly “right versus wrong” perspective. After describing the situation the author emphasizes the importance of the leadership role of the Nurse Executive and shares the perspective of the agency’s Chief Executive Officer. The author also explains how the American Association of Critical-Care Nurses’ Framework (4 A’s to Rise Above Moral Distress) was used as a resource to guide the Nurse Executive in moving the situation to a productive conclusion. Organizational outcomes of the situation are shared.

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Chief Executive Officers and their Boards: a Play of Power

Business and Management Research ◽

10.5430/bmr.v8n2p27 ◽

2019 ◽

Vol 8 (2) ◽

pp. 27

Author(s):

Ndifreke Bassey Asuquo ◽

Osasu Obaretin

Keyword(s):

Research Design ◽

Chief Executive Officer ◽

Chief Executive Officers ◽

Chief Executive ◽

Organizational Outcomes ◽

Library Research ◽

Executive Officers ◽

Insight Into

This study is motivated by the need to understand conceptually issues in Chief Executive Officers dominance.To achieve this objective, a library research design was employed to review and understand relevant concepts relating to Chief Executive Officers and boards. Issues relating to Chief Executive Officers dominance and rubbers stamp boards were also x-rayed.The paper concluded from the review that the influence of the Chief Executive Officer on the board can be condensed by reducing board dependency on the Chief Executive Officer while increasing Chief Executive Officer dependency on the board. Also, studies in this area of research are encouraged to provide insight into the effects of Chief Executive Officer-board interaction on organizational outcomes.

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The Personality Underpinnings of Strategic Leadership: The CEO, TMT, and Board of Directors

Oxford Research Encyclopedia of Business and Management ◽

10.1093/acrefore/9780190224851.013.22 ◽

2020 ◽

Author(s):

Bret Bradley ◽

Sam Matthews ◽

Thomas Kelemen

Keyword(s):

Personality Traits ◽

Board Of Directors ◽

Big Five ◽

Regulatory Focus ◽

Chief Executive ◽

Organizational Outcomes ◽

Strategic Leadership ◽

Big Five Personality ◽

The Board Of Directors ◽

Personality Diversity

“Strategic leadership” is the umbrella term used to describe the study of an organization’s top leaders—what they do, their interactions, and how they influence important organizational outcomes. The three major areas of focus within this field are the chief executive officer (CEO), the top management team (TMT), and the board of directors. Although each area has vibrant bodies of literature on important topics of inquiry, the integration of research findings, frameworks, and insights across the three areas remains underdeveloped. For example, the study of leader personality is a rich line of inquiry within the broader management literature, and all three areas are developing, albeit at different rates and with little integration across the three areas. The work on CEO personality is the most developed, and the work on board personality is the least developed. CEOs personality traits that have been studied include the Big Five personality traits (conscientiousness, extraversion, agreeableness, openness to experience, and emotional stability), locus of control, core self-evaluations, narcissism, overconfidence, hubris, humility and regulatory focus (a person’s general approach to goals as either promotion focused or prevention focused). TMT personality traits that have been studied include the Big Five, trait positive affect, propensity to innovate, and competitive aggressiveness. Finally, board of directors’ personality traits that have been studied include only personality diversity.

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Daily Fluctuations in Work Engagement

European Psychologist ◽

10.1027/1016-9040/a000160 ◽

2014 ◽

Vol 19 (4) ◽

pp. 227-236 ◽

Cited By ~ 52

Author(s):

Arnold B. Bakker

Keyword(s):

Job Performance ◽

Work Engagement ◽

Research Evidence ◽

Organizational Outcomes ◽

Reciprocal Relationship ◽

Proactive Behavior ◽

Negative Events ◽

Daily Work ◽

Work Pressure ◽

Diary Research

This article presents an overview of the literature on daily fluctuations in work engagement. Daily work engagement is a state of vigor, dedication, and absorption that is predictive of important organizational outcomes, including job performance. After briefly discussing enduring work engagement, the advantages of diary research are discussed, as well as the concept and measurement of daily work engagement. The research evidence shows that fluctuations in work engagement are a function of the changes in daily job and personal resources. Particularly on the days that employees have access to many resources, they are able to cope well with their daily job demands (e.g., work pressure, negative events), and likely interpret these demands as challenges. Furthermore, the literature review shows that on the days employees have sufficient levels of job control, they proactively try to optimize their work environment in order to stay engaged. This proactive behavior is called job crafting and predicts momentary and daily work engagement. An important additional finding is that daily engagement has a reciprocal relationship with daily recovery. On the days employees recover well, they feel more engaged; and engagement during the day is predictive of subsequent recovery. Finding the daily balance between engagement while at work and detachment while at home seems the key to enduring work engagement.

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