The impact of chief executive officer personality on top management team dynamics:one mechanism by which leadership affects organizational performance.

By Randall S. Peterson, D. B. Smith, P. V. Martorana, Pamela D. Owens. Journal of Applied Psychology, 2003

694 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/2f1da715ee9e35227cd87f2062b9a07af1b4a413

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Citations in the corpus

The Promise and Problems of Organizational Culture (2014, background): “In spite of the 4,600 studies of culture identified by Hartnell (Hartnell et al., 2011), only a few empirical studies have addressed this topic (e.g., Berson et al., 2008; Peterson et al., 2003).”
The Effect Of Organizational Culture On Organizational Efficiency: The Moderating Role Of Organizational Environment and CEO Values (2011, methodology): “[46] analyze how the CEO’s personality – as measured by the Revised NEO Personality Inventory affects mediating top management team dynamics, for example the team’s rigidity, leader dominance, power centralization, legalism, cohesiveness, and the performance variable “income growth.”
Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership (2008, neutral): “…findings on the moderating effect of transformational leadership also add to the emergent dialogue on the level of discretion that leaders may possess over senior team processes (Haleblian and Finkelstein, 1993; Peterson et al., 2003) and, consequently, in influencing organizational ambidexterity.”
Do Humble CEOs Matter? An Examination of CEO Humility and Firm Outcomes (2018, background): “Studies on various forms of TMT integration have also demonstrated its positive association with CEOs who are agreeable (R. S. Peterson et al., 2003), articulate a collective vision (Ling et al., 2008), and show confidence and appreciation to team members (Carmeli, Schaubroeck, & Tishler, 2011).”
The Acquisitive Nature of Extraverted CEOs (2017, background): “…have underscored its relevance, as scholars have found that CEOs’ extraversion is related to top management teams’ perceptions of CEOs’ dominance (Peterson et al., 2003) and to a firm’s strategic flexibility and strategic change initiatives (Nadkarni and Herrmann, 2010; Herrmann and Nadkarni,…”
A Longitudinal Examination of the Relationship Between Team Leadership and Performance (2010, background): “Team dynamics, such as cohesion and conflict, are expected to have a direct impact on team performance (Peterson et al., 2003).”
CEO Narcissism, Audience Engagement, and Organizational Adoption of Technological Discontinuities (2013, background): “…and education (specifically having a Master’s of Business Administration degree) are associated with certain corporate financial policies (Bertrand and Schoar, 2003), and psychologists have examined the effects of CEOs’ personality on the dynamics of top management teams (Peterson et al., 2003).”
CEO leadership behaviors, organizational performance, and employees' attitudes (2011, background): “For example, Hambrick et al. (1996) focused on emographic variables; Waldman et al. (2001) on charismatic leadership behaviors; and Peterson et al. (2003) on the ersonalities of top managers.”