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CEO Humility and Its Relationship wi...

Ou, Yi.

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CEO Humility and Its Relationship with Middle Manager Behaviors and Performance: Examining the CEO-Middle Manager Interface.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	CEO Humility and Its Relationship with Middle Manager Behaviors and Performance: Examining the CEO-Middle Manager Interface./
Author:	Ou, Yi.
Description:	209 p.
Notes:	Source: Dissertation Abstracts International, Volume: 72-07, Section: A, page: 2478.
Contained By:	Dissertation Abstracts International72-07A.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3453511
ISBN:	9781124616117

CEO Humility and Its Relationship with Middle Manager Behaviors and Performance: Examining the CEO-Middle Manager Interface.
Ou, Yi.

CEO Humility and Its Relationship with Middle Manager Behaviors and Performance: Examining the CEO-Middle Manager Interface. - 209 p.

Source: Dissertation Abstracts International, Volume: 72-07, Section: A, page: 2478.

Thesis (Ph.D.)--Arizona State University, 2011.

In spite of the existence of successful humble CEOs, the current strategic leadership literature has little understanding regarding what humility is and how humble CEOs influence organizational effectiveness by creating a context to motivate managers. After applying the self-concept framework to integrate the humility literature, I proposed four mechanisms through which CEO humility were related to middle manager ambidextrous behaviors and job performance: CEO empowering leadership, empowering organizational climate, top management team integration and heterogeneity. After developing and validating a humility scale in China, I collected survey data from a sample of 63 organizations with 63 CEOs, 327 top management team members and 645 middle managers to test the research model. Except for top management team heterogeneity, the other three CEO-middle manager mediating mechanisms received moderate support. Specifically, I found that humble CEOs were empowering leaders; their empowering leadership behaviors were positively associated with top management team integration and empowering organizational climate, which in turn correlated positively with middle manager ambidexterity and job performance.

ISBN: 9781124616117Subjects--Topical Terms:

626628
Business Administration, Management.

CEO Humility and Its Relationship with Middle Manager Behaviors and Performance: Examining the CEO-Middle Manager Interface.
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502 $a Thesis (Ph.D.)--Arizona State University, 2011.
520 $a In spite of the existence of successful humble CEOs, the current strategic leadership literature has little understanding regarding what humility is and how humble CEOs influence organizational effectiveness by creating a context to motivate managers. After applying the self-concept framework to integrate the humility literature, I proposed four mechanisms through which CEO humility were related to middle manager ambidextrous behaviors and job performance: CEO empowering leadership, empowering organizational climate, top management team integration and heterogeneity. After developing and validating a humility scale in China, I collected survey data from a sample of 63 organizations with 63 CEOs, 327 top management team members and 645 middle managers to test the research model. Except for top management team heterogeneity, the other three CEO-middle manager mediating mechanisms received moderate support. Specifically, I found that humble CEOs were empowering leaders; their empowering leadership behaviors were positively associated with top management team integration and empowering organizational climate, which in turn correlated positively with middle manager ambidexterity and job performance.
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