Abstract
Based on upper echelon theory and social identity theory of leadership, the current research examined how and under what condition CEO workaholism influenced organizational performance. Specifically, we propose that CEO workaholism positively predicts collective organizational engagement, which has a subsequent positive effect on organizational performance. Leader identification moderates the relationship between CEO workaholism and collective organizational engagement in such a way that workaholic CEOs are more likely to stimulate collective organizational engagement when top management team highly identifies with them. Using the dataset from 92 CEOs and their corresponding top management teams, the empirical results confirmed the hypothesized model. Implications for theory and practice are discussed.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
