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dc.contributor.authorAshford, Susan
dc.contributor.authorWellman, Ned
dc.contributor.authorde Luque, Mary Sully
dc.contributor.authorDe Stobbeleir, Katleen
dc.contributor.authorWollan, Melody
dc.date.accessioned2017-12-02T15:00:35Z
dc.date.available2017-12-02T15:00:35Z
dc.date.issued2018
dc.identifier.doi10.1002/job.2211
dc.identifier.urihttp://hdl.handle.net/20.500.12127/5783
dc.description.abstractHumble leadership is attracting increased scholarly attention, but little is known about its effects when used in conjunction with less humble leadership behaviors that rely on a perception of the leader as confident and charismatic. This study contrasts the effects on top management team (TMT) potency and organizational performance of a more humble (feedback seeking) and a less humble (vision) CEO leader behavior. We hypothesize that CEO feedback seeking increases TMT potency and firm performance by communicating to TMT members that the organization values their input and encouraging their own feedback seeking, whereas CEO vision articulation influences these outcomes by fostering greater clarity about the firm's direction, and an enhanced ability to coordinate efforts within the TMT. CEOs who have not developed a vision can achieve a similar positive impact on TMT potency and firm performance by seeking feedback. In a sample of CEOs and TMT members from 65 firms, both CEO feedback seeking and vision articulation exhibit positive direct relationships with firm performance. However, only feedback seeking displays an indirect effect on performance via TMT potency. Finally, CEO feedback seeking has its strongest effects on firm performance and TMT potency for CEOs who are not seen as having a vision.
dc.language.isoen
dc.publisherJohn Wiley & Sons Ltd
dc.subjectPeople Management & Leadership
dc.subjectFeedback
dc.subjectFeedback Seeking Behavior
dc.titleTwo roads to effectiveness: CEO feedback seeking, vision articulation, and firm performance
dc.identifier.journalJournal of Organizational Behavior
dc.source.volume39
dc.source.issue1
dc.source.beginpage82
dc.source.endpage95
dc.identifier.eissn1099-1379
vlerick.knowledgedomainPeople Management & Leadership
vlerick.typearticleVlerick strategic journal article
vlerick.vlerickdepartmentP&O
dc.identifier.vperid140336
dc.identifier.vperid64179
dc.identifier.vperid144522
dc.identifier.vperid144524
dc.identifier.vperid232131
dc.identifier.vpubid7096


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