Successful CEO Research Articles

The digital age is transforming job descriptions, especially for CEOs

PurposeTo implement a customer-centric vision in the digital era requires leadership that champions principles, processes and practices that promote customer value and corporate agility.Design/methodology/approachIn the digital age organization the CEO’s job description, and those of all the leadership team, will require radical redesign.FindingsA successful digital-age CEO is an entrepreneur with a passion for creating new value for customers and a preoccupation with strategic agility and discerning new business opportunities.Practical/implicationsPerhaps the most critical feature of digital-era CEOs’ jobs is their focus on the continuous creation of new businesses.Originality/valueA successful digital-age CEO is an entrepreneur with a passion for creating new value for customers and a preoccupation with strategic agility and discerning new business opportunities.

Building a Personal Brand as a CEO: A Case Study of Vivy Yusof, the Cofounder of FashionValet and the dUCk Group

Social media is a new platform for CEOs to build their image and create a strong personal brand to represent themselves and their company. This research examines an outstanding Malaysian fashion icon and social media–savvy businesswoman with over a million followers on Instagram, Vivy Yusof, the youngest Malaysian e-commerce mogul and an example of a successful CEO who has used personal branding to build an empire in the fashion industry. The objectives of this research are to identify the type of messages Vivy Yusof communicates to her audience through her personal Instagram posts and to identify the ways Vivy Yusof’s audience engages with her posts on Instagram. Her Instagram post content is classified using the Honeycomb framework that comprises seven functional building blocks, namely, presence, relationships, reputation, groups, identity, conversations, and sharing. In this study, the content of Vivy Yusof’s Instagram posts is categorized by how she focuses on the various functional building blocks in her posts and the implications these blocks have on how her audience interacts with the posts. Her social media presence confirms the importance of CEO personal branding because of her role and influence on the masses evidenced by the willingness of her followers to interact (through likes and comments) and engage with her posts on any subject matter, relating either to her business or personal life. The study contributes to a growing body of literature on personal branding strategies by shedding light on the association between content strategies and engagement with social media content.

대학 최고경영자의 윤리적 리더십과 직무몰입이 업무성과와 조직시민행동에 미치는 영향에 관한 연구

The purpose of this study was to investigate the effects of ethical leadership and the job commitment on the job performance and the organizational citizenship behavior of university CEOs. In order to accomplish the purpose of this study, we conducted the independent variables of university CEOs ethical leadership such as the intent to act the ethical management, communication ability, ethical standard establishment, role model and ethics practice. In addition, we investigated the relationship between the job performance and the organizational citizenship behavior which is set by the job commitment as a parameter. The results of this study are as follows: First, the university CEO should identify the key factors for achieving university development and sustainable management through ethical leadership, and provide the criteria for the efforts and roles which are required by successful CEO. Second, in order to improve work performance and organizational citizenship behavior through the mediating effect of job commitment, the results of this study on ethical leadership and organizational effectiveness from the viewpoint of university management will show what the factors should be changed. In summary, the results of the study showed that the intent to act the ethical management, establishment of ethical standards, and the role model among the five factors of ethical leadership had a positive effect on the job commitment. The role model had the most influential variable, followed by the establishment of ethical standards and the intent to act the ethical management. In addition, the job commitment had a positive effect on job performance and organizational citizenship behavior, and job performance and organizational citizenship behavior increased as job commitment increased.

Are CEOs born leaders? Lessons from traits of a million individuals

Abstract What makes a successful CEO? We combine a near-exhaustive sample of male CEOs from Swedish companies with data on their cognitive and noncognitive ability and height at age 18. CEOs differ from other high-skill professions most in noncognitive ability. The median large-company CEO belongs to the top 5% of the population in the combination of the three traits. The traits have a monotonic and close to linear relation with CEO pay, but their correlations with pay, firm size, and CEO fixed effects in firm policies are relatively low. Traits appear necessary but not sufficient for making it to the top.

Board leadership and governance for clear-sighted CEO succession at Air New Zealand

AbstractIn this case study we address the issue of CEO succession drawing directly on the experience of the board of directors of Air New Zealand. Despite extensive literature on CEO-board relations, there has been a scarce number of studies on managing the processes of CEO succession and appointment from the board perspective. Drawing on documentary sources as well as in-depth interviews with all board members and CEOs appointed in the period 2002–2013, we shed light on this important governance process primarily for teaching purposes. We emphasise the board’s role in the context of the transformation of the airline into an award-winning, financially performing company in a highly competitive and mature industry. The case study examines how the board developed, implemented, and managed a succession process for three CEOs that was sound in design and achieved its desired benefits. By focusing on board leadership and board processes our case study provides evidence that independent boards can shape a specific combination of governance practices which contribute to successful CEO transitions.

CEO Branding: Between Theory and Practice — Case Studies of Israeli Corporate Founders

ABSTRACTThis is the first interdisciplinary study to empirically test a theoretical model described in 2013 by Bendisch, Larsen, and Trueman, regarding the CEO branding process—by comparing three founder CEO brands in Israel. The findings validate the model and display strongly perceived “authenticity” in each case study, strengthening the reliability of the CEO brand. The study clearly shows that each of these successful CEO brands has: a clear brand identity, built on the alignment of its human identity and its managerial identity; a strong CEO brand reputation, built on its human reputation and aligned managerial reputation; clear congruence between the CEO brand identity and reputation, producing a distinct, differentiating CEO brand positioning leading to CEO brand equity. These findings, along with stakeholders’ internalization of CEO Brand Reputation values, produce stakeholder positive perceptions of the company—largely through the central role of the business media in the process of CEO branding. Surprisingly, none of these founder CEOs had any prior intention of creating a CEO brand. This study also offers a clear, detailed replication methodology for studying other types of CEOs, in other countries/cultures.

Successful CEO Founder’s Characteristics and Its Impact on Investment Return of Entrepreneurial Firms

objectives – The purpose of this study is to test the impact of founder’s personal characteristics on investment return of entrepreneurial firms operating in Silicon Valley from 2001 to 2015. Moreover, we extended the upper echelon theory by bridging the founder characteristics and investment returns of entrepreneurial firms in Silicon Valley as these firms have higher resources and it’s interesting to observe findings in these firms.Design/methodology/approach – The data of 765 entrepreneurial firms initially gathered from datastream and LexisNexis Academic database from 2001 to 2015 from which we retained 58 firms in our final sample after excluding financial firms, delisted, merged or acquired firms and firms having no data about CEOs characteristics.Findings –Our findings suggest that age is positively and significantly related with the total return comparative and with the use of total investment return proxy the effect of age is negative and insignificant that suggests that older founders lose wealth. We find support to our second hypothesis regarding tenure that shows negative and highly significant impact on total return comparative and negative with the total investment return proxy but insignificant. Founder’s over confidence is insignificantly related with the total comparative and investment returns.Practical implications – The findings of this study will help the investment managers about the role successful CEOs plays in increasing the investment returns. By following our findings investors can invest in firms with successful CEOs to get higher returns.Originality/value –This study is an attempt to extend the upper echelon theory by bridging the successful founder characteristics and investment returns of the entrepreneurial firm. For this study, the selection of successful CEOs of entrepreneurial firms and firm location in Silicon Valley provide a useful contribution to the upper echelon theory.

The look of ageing: Agelessness as post-feminist cool? - The aging female CEO in contemporary US TV series

Recently, older women have started becoming more visible in the media: in film, on television, and in fashion and beauty ads. Taking as my case the representations of the ageing woman as successful CEO in three recent US television series, I address the kind of visibility that is embodied by the older female character in contemporary media. Drawing on discussions of ageing and the female body from cultural gerontology and cultural studies as well as theoretical discussions and empirical studies of representations of ageing women in film and television, I address the notions of agelessness and age appropriateness in relation to the three female CEOs and ask whether the characters represent alternative media images of the older female or merely a new form of ageism.

Making of a CEO: Study of the successful CEO’S globally who and what are CEO’S

Making of a CEO: Study of the successful CEO’S globally who and what are CEO’S

Mentorship in the 21st Century: Celebrating Uptake or Lamenting Lost Meaning?

Mentorship in the 21st Century: Celebrating Uptake or Lamenting Lost Meaning?

Bill George: the era of self-serving leadership is over but global markets pose the next authenticity challenge for leaders

Purpose – This interview covers research published in three major books by Bill George. The first was in response to a massive governance crisis as high-flyers like Enron, WorldCom and Tyco crashed. George’s first book, offered an alternative to self-serving leadership, was “Authentic Leadership” in 2003. Having been a highly successful CEO, he watched with grave concern as the stock market and media mistakenly venerated CEOs like Bob Nardelli at Home Depot and Hewlett-Packard’s Carly Fiorina for their charisma, style and image rather than their character and substance. Design/methodology/approach – In 2005-2006 he created a research team at Harvard Business School to determine how to develop authentic leaders. This project still stands as the largest, in-depth research of leaders ever undertaken. The result was his second book, True North, published in 2007. Findings – A third book, Discover Your True North, the result of a second Harvard study displays the dramatic changes for the better in leadership in the past decade. Practical implications – The best of today’s corporate leaders are less hierarchical and bureaucratic than their predecessors. They focus primarily on gaining alignment around their organization’s mission and values, and empowering their employees to step up and lead rather than merely following rules and processes. They operate less in their self-interest, and more in service to others and pursuit of greater societal good on a global scale. The new leaders are authentic and open, rather than focused on leadership style and charisma. Originality/value – Bill George’s research has defined an effective alternative to self-serving leadership, one that can be a model for 21st Century leaders facing the demands of a rapid change, continuous innovation global marketplace. Authentic leaders make good strategists.

Moses: The Ultimate CEO

This paper examines biblical Moses’ leadership style. Moses is arguably the most famous CEO in history, and his leadership has stood the test of time. The institution he built over 3000 years ago during the course of his later life still exists today. This paper explores the various factors affecting Moses as a leader and chief executive officer; it also expresses that leaders may be developed, beginning with a formal education and advancing to multiple levels of work experience, all of which make up the trained leader, and ultimately a successful CEO. There is a need for future research in innumerable areas, such as what type of leadership styles Moses used with the Israelites; or how he could have pursued the same goals with different strategies. Other studies on the subject could include researching how new leadership principles such as servant leadership would have been applied during Moses’ time.

Fame and fortune: a conceptual model of CEO brands

PurposeThis conceptual paper examines the notion of CEO brands and the problems that arise if they are misaligned with company brands. Previous research examines product, company and people brands and implications for senior executives and organizations, but there is no theoretical framework for CEO brand stewardship. This research aims to fill the gap.Design/methodology/approachThe marketing literature is examined to identify differences between products and people as brands, and the potential for CEO brands to enhance corporate brand equity. Based on an application of existing branding concepts to CEOs, a conceptual model of CEO brands is developed to include an analysis of the relationships between its constituent parts.FindingsCEO brands can be legitimately considered as brands, and existing brand conceptualisations can be applied to CEOs as long as some particularities are accounted for. CEO brands are influenced by their personality and their role as managers, and organisations need to constantly monitor CEO brand reputation as well as communicate its positioning. A successful CEO branding enhances perceived brand value and creates value for organisations.Research limitations/implicationsThis research informs brand managers and strategists about brand equity creation. Monitoring stakeholder perceptions of CEOs can enhance rather than detract from corporate brand value. As it showed that people and CEOs can be legitimately considered as brands, the concept of branding needs to be extended to embrace people and CEO brands.Practical implicationsFor business practice, this research informs about the differences and similarities between traditional product brands and CEO brands. Particularly it informs that organisations should consider that the CEO brand personifies to stakeholders what the organisation stands for, for example, when hiring a new CEO.Originality/valueThis research provides a new conceptual model on the previously under‐researched area of CEO branding. The insights into CEO brands provide the basis for empirical research into relationships between brand identity, reputation, position and equity, with implications for personal fame and company fortune.

The outsiders: eight unconventional CEOs and their radically rational blueprint for success

An outstanding book about CEOs who excelled at capital allocation. -- Warren Buffett #1 on Warren Buffett's Recommended Reading List, Berkshire Hathaway Annual Shareholder Letter, 2012 Named one of 19 Books Billionaire Charlie Munger Thinks You Should Read in Business Insider. book that details the extraordinary success of CEOs who took radically different approach to corporate management. -- Charlie Munger, Vice-Chairman of Berkshire Hathaway Corporation explores the importance of thoughtful capital allocation through the stories of eight successful CEOs. A good read for any business leader but especially those willing to chart their own course. -- Michael Dell, chairman of the board of directors and chief executive officer of Dell What makes successful CEO? Most people call to mind familiar definition: a seasoned manager with deep industry expertise. Others might point to the qualities of today's so-called celebrity CEOs--charisma, virtuoso communication skills, and confident management style. But what really matters when you run an organization? What is the hallmark of exceptional CEO performance? Quite simply, it is the returns for the shareholders of that company over the long term. In this refreshing, counterintuitive book, author Will Thorndike brings to bear the analytical wisdom of successful career in investing, closely evaluating the performance of companies and their leaders. You will meet eight individualistic CEOs whose firms' average returns outperformed the SP an exceptional talent for allocating capital and human resources; and the belief that cash flow, not reported earnings, determines company's long-term value. Drawing on years of research and experience, Thorndike tells eye-opening stories, extracting lessons and revealing compelling alternative model for anyone interested in leading company or investing in one--and reaping extraordinary returns.

The Components Of A Successful CEO Apology

Although most research suggests that apologies are associated with positive outcomes, the relationship can be equivocal. An apologys effectiveness is highly dependent on whether certain components are present. The current study investigates the effectiveness of various apology components proposed by Boyd (2011). Twenty-five CEO apologies were coded for seven components: revelation, recognition, responsiveness, responsibility, remorse, restitution, and reform. These apologies were then shown to 151 participants who rated their willingness to forgive and trust the apologizers. All components were significant except for responsibility.

Sunbeam Corporation: A Forensic Analysis

The members of the Board of Directors at Sunbeam were completely bewildered. Al Dunlap, Sunbeam’s highly successful but controversial CEO was threatening to resign after almost two years of leading Sunbeam successfully out of a slump that had threatened the long-term viability of the company. Al Dunlap didn’t mince words. He angrily told the board, “We can’t fight a battle on two fronts. Either we get the support we should have or Russ [chief financial officer] and I are prepared to go…Just pay us.”1 The directors had always stood solidly behind their hardnosed, cost-cutting leader and had been rewarded handsomely for their allegiance. The directors were taken aback. Why would they stop now? What was going on? Was it possible that one of the lead investors had conspired against the success of Sunbeam? A sense of panic set in but the board members assured Al Dunlap that he had their full support.

Star CEOs: Benefit or burden?

magine that one day you get a call from anationalnewsmagazinesayingthey wantto write an article proÞling the great job youare doing as CEO. They might even make thearticle the cover story! In encouraging you toparticipate, they tell you the article willincrease the visibility and reputation of bothyou and your Þrm and is likely to lead tomore recognition in the future.How should you feel about this impend-ing wave of media attention? Should younonchalantly recognize this as part of whatit means to be a successful CEO? Should yoube excited and embrace your new fame, per-haps writing a book to elaborate on yourrecipe for success and mounting a speakingtour? Or, should you be leery that fame maybring withitthe burdenofincreasedscrutinyand higher performance expectations thatyour Þrm may or may not be able to meet?At one time or another, these questionsare likely to confront any CEO of a large,high-performing corporation. Given thepressure put on media outlets by 24-hournews cycles, coupled with our celebrity-obsessed culture, it is little wonder that thebusiness press has turned the powerful butheretofore largely anonymous CEOs ofAmericaOs most successful corporations intocelebrities in their own right. Thus, top man-agers would do well to consider these ques-tions, because more and more researchsuggests that media attention and adorationbrings with it both beneÞts and burdens. Onthe one hand, certain CEOs are recognizedand gloriÞed by the media and are given adisproportionateshareofthecreditforfavor-able Þrm outcomes during their tenure. Butbeneath the surface of the mediaOs glare is atangle of burdens that can make it difÞcultfor star CEOs to stay on top. And when acelebrity CEO falls from grace, the fall can berapid and complete.Before the collapse of Enron Corp., forexample,KennethLaywashailedasavision-ary who was revolutionizing how the publicutility industry did business. In less than afew months time, however, these accoladesturned to jeers and Lay was cruciÞed in thebusiness pressfor hiscompanyOsshoddyandmisleading accounting practices. Similarly,Dennis Kozlowski was widely praised for

What Prior Experience Leads to a Successful CEO?

We provide empirical evidence in the debate of the question whether CEOs should be chosen from outside or within the firm. The issue is equivalent to whether managerial skills for success are transferable from one firm to another, and if so, can these skills overcome the home court advantage of inside candidates acquired from years of firm-specific experience. We compare the performance of inside versus outside hired CEOs under two empirical approaches. In the 'level playing field', inside and outside hires are compared only under the same hiring conditions including firm endowment. In the second approach, 'hired against type,' we compare the performance of a) firms that hire insiders when outsiders would appear to be the better choice to b) that of firms that hired the 'right type' of outsiders. These comparisons are made in the following situations: 1) the hiring firms had been severely underperforming, 2) the hiring firms are expected to conduct major restructuring, 3) outside hires are specialists, such as turnaround experts, firms that are perceived not to have quality successors ( 4) firms experiencing a recent exodus of top managers, and 5) firms with no clear succession plan as evidenced by CEOs who had stayed well beyond their normal retirement age), and outsiders that are perceived to be superior ( 6) outside CEOs who are raided from other firms, 7) come from good performing firms, and 8) from larger firms). In all of these eight situations outside hires are one-to-one matched to inside hires at firms with the same prior performance and size. Because we use matching, extensive robustness tests are done. Our large sample results, based on average and top wealth creation, and superior performance persistence, indicate consistent support for insiders and their home court advantage.

The Indian CEOs: Competencies for Success

The paper presents findings of an empirical study, to determine the competencies required to be a successful CEO in India, undertaken by Hay Group and Bharat Petroleum Corporation Ltd. under the aegis of the Public Enterprises Selection Board. It is based on competency research methods pioneered by Dr. David McClelland of Harvard University. The 18-month study commenced by focusing on public sector leaders but enlarged its scope to include large Indian businesses. The sample comprised of well-respected CEOs from some of the best-performing and best-run companies in India (from both public and private sectors) who were compared to each other as well as a sample of outstanding CEOs from Europe, North and South America, and Asia Pacific (representing some of the best-performing companies in the world). In addition more than 50 influential leaders and experts from government, media and academia (Indian – origin faculty at Harvard Business School) were consulted. The findings have been validated by prominent leaders from government and industry. The study makes significant contributions for selection, succession planning and leadership development for successful CEO's position.

Creating an Environment for Successful Nonfamily CEOs: An Exploratory Study of Good Principals

Nonfamily CEOs are an important part of the managerial efforts of many family businesses. However, little academic work has focused on these managers, who reside in the dual worlds of business and family. This article presents a study based on interviews with 27 family members and nonfamily CEOs (NFCs) with the objective of exploring what makes for successful NFCs. We find that successful nonfamily CEO engagements are characterized by the selection of an individual with both business and interpersonal competencies, and the support of both family business boards and councils.