The impact of CEO arrogance on top management team attitudes

Show simple item record Toscano, Roberta Price, Gavin Scheepers, Caren Brenda 2018-12-03T05:27:49Z 2018-12-03T05:27:49Z 2018
dc.description.abstract PURPOSE: The purpose of this paper is to test the effects of CEO arrogance on key attitudes of a company’s top management team (TMT). DESIGN/METHOD/APPROACH : An experimental design involving a business simulation is used to test the effects of a CEO’s perceived arrogance and humility on the TMT in a boardroom setting. FINDINGS : The study finds that, as predicted, arrogant CEOs adversely impacts TMT engagement, cohesiveness, collaboration and consensual decision-making. Thus, the higher the level of CEO arrogance, the lower the levels of positive TMT attitudes. The study intriguingly also finds that CEOs who displayed humility also negatively influenced the attitudes of the TMT. RESEARCH LIMITATIONS/IMPLICATIONS : The study took place in South Africa, which may limit the generalizability of the findings. The use of a laboratory experiment may affect the ecological validity of the findings. PRACTICAL IMPLICATIONS : The results demonstrate that a “Goldilocks” area of neutrality between arrogance and humility should be sought after by CEOs and recruiters of CEOs. If this is impossible, humble CEOs are preferable to arrogant ones. ORIGINALITY/VALUE : This paper empirically demonstrates that arrogant leaders negatively impact their TMT followers in a boardroom environment across a number of attitudes that are keys to the success of effectively managing a corporation. The study also demonstrates that moderation is desired by followers and that CEOs being perceived as overly humble is almost as bad as being perceived as arrogant. en_ZA
dc.description.department Gordon Institute of Business Science (GIBS) en_ZA
dc.description.librarian hj2018 en_ZA
dc.description.uri en_ZA
dc.identifier.citation Roberta Toscano, Gavin Price, Caren Scheepers, (2018) "The impact of CEO arrogance on top management team attitudes", European Business Review, Vol. 30 Issue: 6, pp.630-644, en_ZA
dc.identifier.issn 0955-534X (print)
dc.identifier.issn 1758-7107 (online)
dc.identifier.other 10.1108/EBR-12-2016-0156
dc.language.iso en en_ZA
dc.publisher Emerald en_ZA
dc.rights © Emerald Publishing Limited 2018 en_ZA
dc.subject Top management team (TMT) en_ZA
dc.subject Chief executive officer (CEO) en_ZA
dc.subject Business simulation en_ZA
dc.subject Experimental design en_ZA
dc.subject Humility en_ZA
dc.subject Arrogance en_ZA
dc.subject CEO leadership en_ZA
dc.subject Top management team dynamics en_ZA
dc.title The impact of CEO arrogance on top management team attitudes en_ZA
dc.type Postprint Article en_ZA

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