Does Ceo Charisma Matter? An Empirical Analysis Of The Relationships Among Organizational Performance, Environmental Uncertainty, And Top Management Team Perceptions Of Ceo Charisma

By Bradley R. Agle, Nandu J. Nagarajan, Jeffrey a. Sonnenfeld, Dhinu Srinivasan. 2006

373 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/f4ab376d76f114ebb18a1bdb6b269278e572b47b

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Citations in the corpus

CEO leadership behaviors, organizational performance, and employees' attitudes (2011, background): “In addition, Agle et al. (2006) conducted a study to show that organization performance was associated with subsequent perceptions of CEO charisma and that prior perceptions of CEO charisma did not lead to subsequent organizational performance.”
Getting Everyone on Board (2015, background): “However, empirical evidence on the relation between top executive charisma and organizational performance is inconclusive (Agle et al., 2006), suggesting that further investigation is warranted.”
Leadership: current theories, research, and future directions. (2009, background): “…on charismatic and transformational leadership at the organizational or strategic level has generally lagged behind all other areas of leadership research except perhaps the focus on leadership development (Waldman & Yammarino 1999), and the results thus far have been mixed (Agle et al. 2006).”
Do CEOs Matter to Firm Strategic Actions and Firm Performance? A Meta-Analytic Investigation Based on Upper Echelons Theory (2016, methodology): “If we apply this relationship to the sample of companies included in Agle et al. (2006), one standard deviation increase in CEO tenure would translate into an average increase of $62.4 million in net income5 among the companies.”
Romancing leadership: Past, present, and future ☆ (2011, background): “…al. (1985); Menon et al. (2010) Chen and Meindl (1991); Guthey and Jackson (2005); Jackson and Guthey (2007) Deephouse (2000); Johnson et al. (2005); Pollock and Rindova (2003); Rao et al. (2001) Hayward and Hambrick (1997); Meindl et al. (1985) Agle et al. (1999, 2006); Tosi et al. (2004) Author '”
Social, Behavioral, and Cognitive Influences on Upper Echelons During Strategy Process (2016, background): “The influence of CEO characteristics, however, may depend on TMT perceptions; Agle et al. (2006) find CEO charisma is only important to the extent that it influences TMT perceptions of the CEO.”
Dynamic Capabilities and Entrepreneurial Management in Large Organizations: Toward a Theory of the (Entrepreneurial) Firm (2016, background): “Transformational leadership (also called “charismatic” leadership) is often hypothesized to be most valuable in an organization when the business environment is unstable, although empirical results to date are sometimes contradictory (Agle et al., 2006; Waldman et al., 2001).”
Affective Commitment to Change and Innovation Implementation Behavior: The Role of Charismatic Leadership and Employees’ Trust in Top Management (2009, background): “Charismatic leadership usually emphasise leaders at or near the top of the organization (Waldman et al., 2004; Agle et al., 2006) or even at the societal level (see Fiol et al.”
The missing link? Investigating organizational identity strength and transformational leadership climate as mechanisms that connect CEO charisma with firm performance (2015, neutral): “A conclusion emerging from these findings (Agle et al., 2006; Waldman & Yammarino, 1999) is the need to better explain the inconclusive evidence of the relationship between CEO charisma and firm performance by studying the underlying processes that translate top-level leadership behavior into…”