Abstract
Integrating the research on performance management and climate we examine the mediating mechanisms through which performance management behaviors of the leader affect organizational members and the firm performance. Specifically, in the context of the CEO and the top management team (TMT), we examine how CEO performance management behaviors impact the top management team member attitudes and firm performance. We theorized, tested and found support for a model that positions two types of TMT climate that are shaped by the CEO’s performance management behaviors – TMT flourishing climate and TMT execution climate – as mediators through which these behaviors impact TMT member attitudes of job satisfaction and organizational commitment, as well as firm performance.
Published Version
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