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

Abstract 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 middl... (more)
Created Date 2011
Contributor Ou, Yi (Author) / Tsui, Anne S. (Advisor) / Kinicki, Angelo J. (Committee member) / Waldman, David A. (Committee member) / Arizona State University (Publisher)
Subject Management / Organizational Behavior / CEO humility / empowering leadership / empowering organizational climate / managerial ambidexterity / strategic leadership / top management team
Type Doctoral Dissertation
Extent 209 pages
Language English
Reuse Permissions All Rights Reserved
Note Ph.D. Business Administration 2011
Collaborating Institutions Graduate College / ASU Library
Additional Formats MODS / OAI Dublin Core / RIS

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Description Dissertation/Thesis