The harder they fall, the faster they rise: : Approach and avoidance focus in narcissistic CEOs

By Pankaj C. Patel, Danielle Cooper. 2014

164 citations recorded by the source corpus.

Subfields: Accounting, Clinical Psychology, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/3a3145a14edbc4f51e2c25c5cc7b37a9b1ee91d8

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. John R. Busenbark
2. Lorenz Graf‐Vlachy
3. Martin Plöckinger
4. James B. Wade
5. O. Ozbek
6. Roman Rohatschek
7. Christophe Boone
8. Scott D. Graffin

In Clinical Psychology

1. Lorenz Graf‐Vlachy
2. Martin Plöckinger
3. James B. Wade
4. O. Ozbek
5. Roman Rohatschek
6. Christophe Boone
7. Scott D. Graffin
8. Steven Boivie

In Management of Technology and Innovation

1. Martin Plöckinger
2. James B. Wade
3. O. Ozbek
4. Roman Rohatschek
5. Christophe Boone
6. Steven Boivie
7. Andreas König
8. Chad Navis

Citations in the corpus

• The influence of individual executives on corporate financial reporting: A review and outlook from the perspective of upper echelons theory (2016, methodology): “In addition, the majority of studies closely follow well-tested research designs from empirical upper echelons studies in other domains (e.g., Bamber, Jiang, & Wang, 2010; Graham, Harvey, & Puri, 2013; Patel & Cooper, 2014).”
• CEO Narcissism, Risk-Taking, and Resilience: An Empirical Analysis in U.S. Commercial Banks (2019, methodology): “This resonates with the characterization of narcissists as having a strong approach but weak avoidance motivation (Foster, Reidy, Misra, & Goff, 2011)—they are less likely to act as “a careful steward of organizational resources” (Patel & Cooper, 2014: 1530).”
• Strategic leadership in organizational crises: A review and research agenda (2021, background): “, 2020b), most studies focus on the roles of the related traits of CEO narcissism and overconfidence and highlight both positive (Patel and Cooper, 2014) and negative (Buyl et al.”
• Toward a Configurational Perspective on the CEO (2016, background): “…something instead of technological value) in attempts to prove the CEO’s boldness (Gerstner, König, Enders, & Hambrick, 2013), CEO risk taking (Li & Tang, 2010), CEOs pursuing undesirable outcomes (Patel & Cooper, 2014), and CEOs ignoring negative performance signals (Chatterjee & Hambrick, 2011).”
• The Right People in the Wrong Places: The Paradox of Entrepreneurial Entry and Successful Opportunity Realization (2015, background): “Consistentwith these ideas, Patel and Cooper (2014) show that narcissists were least able to lead the financial recovery of their organizations in thewake of a postrecessionary economic shock, perhaps because of the limited engagement of such leaders, relative to their industry peers, in…”