Does Leadership Matter? CEO Leadership Attributes and Profitability under Conditions of Perceived Environmental Uncertainty.

By David A. Waldman, G. Ramírez, R. House, Phanish Puranam. 2001

1,389 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ee619c651b0bbb148876f14a7d7a5467db7faa70

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Leadership and Control System Design (2010, background): “They can, at the same time, have interpersonal leadership traits that lead them to develop more personal relationships with subordinates and allows them to informally communicate their preferences, seek input from subordinates and develop a collegial and trusting relationship with subordinates (Wald”
The Impact of Authoritarian Leadership on Ethical Voice: A Moderated Mediation Model of Felt Uncertainty and Leader Benevolence (2019, background): “Although the original uncertainty management theory does not address the issue of the type of uncertainty being experienced, later studies reveal that uncertainty can be generated from the external environment (Waldman et al. 2001), from interpersonal relationships (Berger 1979; Berger and Gudykunst”
Transformational leadership and outcomes: role of relationship duration (2005, background): “Waldman et al. (2001) found that CEO charismatic leadership enhanced performance only under conditions of perceived environmental uncertainty.”
Unpacking the relationship between CEO leadership behavior and organizational culture (2006, background): “Research has indicated that in many situations leaders’ actions produce no difference in organizational performance (Waldman et al., 2001) or subordinate outcome (Howell & Dorfman, 1981; Kerr & Jermier, 1978; Podsakoff, Niehoff, MacKenzie, & William, 1993).”
Pandemics: Implications for research and practice in industrial and organizational psychology (2020, background): “When perceived uncertainty is high, employees are more likely to turn toward their supervisors and leaders for guidance and support, and leader behavior has stronger effects on important employee and organizational outcomes (Waldman et al., 2001).”
Bringing Out Charisma: CEO Charisma and External Stakeholders (2006, background): “Waldman et al. (2001) found that CEO charisma is related to an internal indicator of firm performance (return on sales) under conditions of perceived environmental uncertainty.”
Organizational culture and leadership in ERP implementation (2008, background): “To maintain patterns of desired behavior over time, transactional leadership is needed (Waldman et al. 2001; Vera and Crossan 2004).”
Charismatic leadership, environmental dynamism, and performance (2004, methodology): “…outcomes as criterion measures to assess the effects of charismatic leadership, such as organizations’ net profit margin (Koene et al., 2002; Waldman et al., 2001), business unit sales (e.g., Barling, Weber, & Kelloway, 1996), and percentage of goals met regarding business-unit performance…”
Organizational culture and transformational leadership as predictors of business unit performance (2006, background): “…qualities lead to performance beyond expectations in organizational settings; research has empirically demonstrated that there is a relation between transformational attributes and organizational measures of effectiveness (Howell and Avolio, 1993; Lowe et al., 1996; Waldman et al., 2001).”