EXECUTIVE PERSONALITY, CAPABILITY CUES, AND RISK-TAKING: HOW NARCISSISTIC CEOS REACT TO THEIR SUCCESSES AND STUMBLES.

By Arijit Chatterjee, Donald C. Hambrick. 2010

212 citations recorded by the source corpus.

Subfields: Clinical Psychology, Management Science and Operations Research

View Paper: https://www.semanticscholar.org/paper/83716ec5d9342d5c244b2a335369fb5637694c68

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In Management Science and Operations Research

Citations in the corpus

The Acquisitive Nature of Extraverted CEOs (2017, background): “…& Technology Centre, Faculty of Engineering, University of Waterloo 2 Rotterdam School of Management, Erasmus University Rotterdam 3 School of Business Administration, University of San Diego and personality (e.g., Chatterjee and Hambrick, 2011; Zhu, 2013; Malhotra, Zhu, and Reus, 2015).”
The Pre-Deal Phase of Mergers and Acquisitions: A Review and Research Agenda (2020, unknown): “For example, entrenched (Harford, Humphery-Jenner, & Powell, 2012), overconfident (Hayward & Hambrick, 1997; Malmendier & Tate, 2008), narcissistic (A. Chatterjee & Hambrick, 2011), and celebrity managers (Cho, Arthurs, Townsend, Miller, & Barden, 2016) have been found to pay higher premia.”
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).”
Should Entrepreneurially Oriented Firms Have Narcissistic CEOs? (2016, background): “…and others point out that these factors cohere as a unitary personality construct (Campbell, Hoffman, Campbell, & Marchisio, 2011); superiority, entitlement, and the constant need for attention and admiration have been reported as major manifestations of narcissism (Chatterjee & Hambrick, 2011).”
How Does Leader Humility Influence Team Performance? Exploring the Mechanisms of Contagion and Collective Promotion Focus (2016, unknown): “Partly in response to extensive research showing that leaders tend to see themselves in an overly positive light (Board & Fritzon, 2005; Chatterjee & Hambrick, 2011; Park, Westphal, & Stern, 2011), inductive and empirical research on leader humility has emerged suggesting that leader humility…”
CEO Narcissism and the Impact of Prior Board Experience on Corporate Strategy (2015, unknown): “Chatterjee and Hambrick (2007, 2011) developed and validated a set of unobtrusive indicators of CEO narcissism, and we followed their approach in this study.2 We coded the prominence of the CEO’s photograph in annual reports as one point if the annual report included no photograph of the CEO; two…”
Managerial Risk Taking (2016, unknown): “…Vries & Miller, 1985; Lubit, 2002), Chatterjee and Hambrick (2007) use unobtrusive indicators to show that CEO narcissism leads to strategic dynamism and grandiosity and that narcissism moderates capability cues (e.g., recent performance, social praise) on risk taking (Chatterjee & Hambrick, 2011).”
Do CEOs Matter to Firm Strategic Actions and Firm Performance? A Meta-Analytic Investigation Based on Upper Echelons Theory (2016, background): “Similarly, Chatterjee and Hambrick (2011) found that CEO narcissism was positively related to spending on R&D, capital expenditures, and mergers and acquisitions.”
The Right People in the Wrong Places: The Paradox of Entrepreneurial Entry and Successful Opportunity Realization (2015, background): “…on which individuals can be ranked from low to high based on the level they tend to exhibit (e.g., Campbell, Hoffman, Campbell, & Marchisio, 2011; Chatterjee & Hambrick, 2007, 2011).2 The second part of this definition reflects the basic qualities of the narcissistic personality, where excessive…”
Incumbent Adaptation to Technological Change: The Past, Present, and Future of Research on Heterogeneous Incumbent Response (2018, unknown): “CEOs with narcissistic traits are more likely to make large acquisitions (Chatterjee & Hambrick, 2007) and more likely to take excessive risk and are particularly sensitive to social praise (Chatterjee & Hambrick, 2011).”
CEO Narcissism, Audience Engagement, and Organizational Adoption of Technological Discontinuities (2013, methodology): “We also controlled for the prior year’s performance, measured by operating income as a percentage of salest-1, to control both for the availability of resources and the possibility of risk-seeking tendencies by firms with low returns (Audia and Greve, 2006), as well as for the tendency for narcissis”
CEOs’ Regulatory Focus and Risk-Taking When Firms Perform Below and Above the Bar (2021, background): “…sum of three major forms of discretionary spending that are associated 1987Mount and Baer / CEO Regulatory Focus and Risk-Taking with uncertain outcomes and returns—namely, R&D expenditures, capital expenditures, and acquisition expenditures (Chatterjee & Hambrick, 2011; Sanders & Hambrick, 2007).”
Auditor Perceptions of Client Narcissism as a Fraud Attitude Risk Factor (2013, unknown): “First-person references are consistently associated with high narcissism (Chatterjee and Hambrick 2007, 2011; Raskin and Shaw 1988).”
Upsides to Dark and Downsides to Bright Personality: A Multidomain Review and Future Research Agenda (2018, background): “Organizational leaders who possess certain dark personality traits may make suboptimal decisions and fail to adjust course considering overconfidence and commitment (Chatterjee & Hambrick, 2011; Chen, Crossland, & Luo, 2015).”