CEO burnout, managerial discretion, and firm performance: The role of CEO locus of control, structural power, and organizational factors

被引：40

作者：

Siren, Charlotta ^{[1
]}

Patel, Pankaj C. ^{[2
]}

Ortqvist, Daniel ^{[3
]}

Wincent, Joakim ^{[1
,3
,4
]}

机构：

[1] Univ St Gallen, Global Ctr Entrepreneurship & Innovat, Inst Technol Management, Dufourstr 40, CH-9000 St Gallen, Switzerland

[2] Villanova Univ, Villanova Sch Business Management & Operat, 800E Lancaster Ave, Villanova, PA 19085 USA

[3] Lulea Univ Technol Entrepreneurship & Innovat, SE-97187 Lulea, Sweden

[4] Hanken Sch Econ, FI-00101 Helsinki, Finland

来源：

LONG RANGE PLANNING | 2018年 / 51卷 / 06期

关键词：

STRATEGIC DECISION-MAKING; CHIEF EXECUTIVE OFFICER; TOP-MANAGEMENT; MAJOR DEPRESSION; MODERATING ROLE; UPPER ECHELONS; SELF-EFFICACY; TRANSFORMATIONAL LEADERSHIP; TRANSACTIONAL LEADERSHIP; CORPORATE PERFORMANCE;

D O I：

10.1016/j.lrp.2018.05.002

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

Despite the possibility of burnout resulting from dynamics in firms upper echelons, little if any work has focused on chief executive officer's (CEO's) burnout and firm performance. Drawing on managerial discretion theory, this article analyzes the influence of CEO burnout on firm performance and the moderating roles of the individual (CEO locus of control), structural power (CEO duality and CEO tenure), and organizational characteristics (size, age, and resource availability) related to managerial discretion. Using a sample of 156 CEOs in Swedish firms, we find a negative association between CEOs who report higher burnout and firm performance. Our results confirm that CEO duality and resource availability ameliorate and firm size exacerbates the negative association between CEO burnout and firm performance. Contrary to our expectations, CEO locus of control, CEO tenure, and firm age do not influence this relationship. We discuss the implications of our research for upper echelons theory and strategic leadership theory.

引用

页码：953 / 971

页数：19

共 152 条

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