How do harmonious passion and obsessive passion moderate the influence of a CEO's change-oriented leadership on company performance?
Journal
The Leadership Quarterly
ISSN
1048-9843
ISSN-Digital
1873-3409
Type
journal article
Date Issued
2016-03-25
Author(s)
Abstract
This study focuses upon CEOs' change-oriented leadership, CEOs' passion, and firm performance. Using survey data collected from 80 CEOs, and 163 followers working closely with the CEO, and archival longitudinal firm performance data (2010–2013), we find support for the presence of change-oriented leadership having a direct effect on firm performance. Furthermore, we find that CEOs with harmonious passion strengthen relationship between change-oriented leadership and firm performance. In contrast, firms with change-oriented CEOs that embody obsessive passion do not benefit from higher firm performance. These findings extend the relationship between change-oriented leadership, firm performance, and the nature of the leader's passion in the context of strategic change leadership. We also discuss the implications of our research for leadership literature.
Language
English
HSG Classification
contribution to scientific community
HSG Profile Area
SoM - Business Innovation
Refereed
No
Publisher
Elsevier
Publisher place
Amsterdam
Volume
27
Number
4
Start page
653
End page
670
Subject(s)
Division(s)
Eprints ID
248265