CEO leadership behaviors, organizational performance, and employees' attitudes
By Hui Wang, Anne S. Tsui, Katherine Xin. 2011
307 citations recorded by the source corpus.
Abstract This study explores the links between CEO leadership behaviors, firm performance and employees' attitudes in a sample drawn from 125 firms in China. We first inductively identified categories of CEO leadership behaviors in the Chinese context. Through a factor analysis, we developed a six-dimension measure of CEO leadership behaviors, with three dimensions focused on tasks and three dimensions focused on relationships. Our hypotheses were tested on a matched data set including 739 middle managers and their supervisors (top managers) in the 125 firms. Results from the structural equation modeling analysis show that the CEO's task-focused behaviors are directly linked to firm performance. The CEO's relationship-focused behaviors are related to employees' attitudes and, through these attitudes, to firm performance. Limitations and implications for future research are discussed.
Subfields: Accounting, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/706895b0d46daa6a202d1a970740ab970050b31a
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In Accounting
In Organizational Behavior and Human Resource Management
Citations in the corpus
- Transformational and transactional leadership and employee’s entrepreneurial behavior in knowledge–intensive industries (2017, background): “Research shows that transformational leaders are more effective in increasing discretionary behaviors (Wang et al., 2011) and innovative work behavior of employees (Afsar, Badir, & Saeed, 2014) than transactional leadership.”