Sharing Strategic Decisions: CEO Humility, TMT Decentralization, and Ethical Culture

被引：26

作者：

Cortes-Mejia, Sebastian ^{[1
]}

Cortes, Andres Felipe ^{[2
]}

Herrmann, Pol ^{[1
]}

机构：

[1] Iowa State Univ, Dept Management, Debbie & Jerry Ivy Coll Business, 3235 Gerdin Business Bldg, Ames, IA 50010 USA

[2] Sacred Heart Univ, Dept Management, Jack Welch Coll Business & Technol, 1037 West Campus East Bldg, Fairfield, CT 06825 USA

来源：

JOURNAL OF BUSINESS ETHICS | 2022年 / 178卷 / 01期

关键词：

CEO humility; Top management team (TMT); Decentralization; Ethical culture; Upper echelons; LEADER-MEMBER EXCHANGE; TOP MANAGEMENT TEAMS; CORPORATE SOCIAL-RESPONSIBILITY; CHIEF EXECUTIVE OFFICERS; ORGANIZATIONAL CULTURE; FIRM PERFORMANCE; MODERATING ROLE; UPPER ECHELONS; UNITED-STATES; PIVOTAL ROLE;

D O I：

10.1007/s10551-021-04766-8

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

Humility is increasingly recognized as an essential attribute for individuals at top management levels to build successful organizations. However, research on CEO humility has focused on how humble chief executive officers (CEOs) shape collective perceptions through their interactions and behaviors with other organizational members while overlooking CEOs' critical role in making strategic decisions. We address this unexplored aspect of CEO humility by proposing that humble CEOs influence decision-making decentralization at the top management team (TMT) and subsequently promote an organizational ethical culture. Using a sample of CEOs and TMT members from 120 small- and medium-sized enterprises, we find strong support for our hypotheses. We discuss important implications for research on CEO humility and strategic leadership.

引用

页码：241 / 260

页数：20

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