How CEO empowering leadership shapes top management team processes: Implications for firm performance

被引：147
|
作者：
Carmeli, Abraham [1 ]
Schaubroeck, John [2 ,3 ]
Tishler, Asher [1 ]
机构：
[1] Tel Aviv Univ, Fac Management, IL-69978 Tel Aviv, Israel
[2] Michigan State Univ, Eli Broad Grad Sch Management, E Lansing, MI 48824 USA
[3] Michigan State Univ, Dept Psychol, E Lansing, MI 48824 USA
来源：
LEADERSHIP QUARTERLY | 2011年 / 22卷 / 02期
关键词：
CEO empowering leadership; Top management teams; Behavioral integration; Potency; Firm performance; BEHAVIORAL INTEGRATION; COLLECTIVE EFFICACY; DECISION-MAKING; UPPER ECHELONS; SIZED FIRMS; MODEL; INTERDEPENDENCE; PARTICIPATION; DETERMINANTS; VALIDATION;
D O I：
10.1016/j.leaqua.2011.02.013
中图分类号：
B849 [应用心理学];
学科分类号：
040203 ;
摘要：
This study examines how CEO empowering leadership shapes top management team (TMT) behavioral integration and potency, thereby enhancing firm performance. Using a sample of 82 TMTs, structural equation modeling supports a mediation model in which CEO empowering leadership is positively related to TMT behavioral integration, and, in turn, it enhances TMT potency and firm performance. The effect of TMT potency on firm performance is stronger when the TMT members perceive high environmental uncertainty. We discuss both theoretical and practical implications of the paper for research on Upper Echelons Theory and TMTs. (C) 2011 Elsevier Inc. All rights reserved.
引用
收藏
页码：399 / 411
页数：13
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