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Journal of Business Ethics

Erschienen in:

18.03.2021 | Original Paper

Sharing Strategic Decisions: CEO Humility, TMT Decentralization, and Ethical Culture

verfasst von: Sebastian Cortes-Mejia, Andres Felipe Cortes, Pol Herrmann

Erschienen in: Journal of Business Ethics | Ausgabe 1/2022

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Abstract

Humility is increasingly recognized as an essential attribute for individuals at top management levels to build successful organizations. However, research on CEO humility has focused on how humble chief executive officers (CEOs) shape collective perceptions through their interactions and behaviors with other organizational members while overlooking CEOs’ critical role in making strategic decisions. We address this unexplored aspect of CEO humility by proposing that humble CEOs influence decision-making decentralization at the top management team (TMT) and subsequently promote an organizational ethical culture. Using a sample of CEOs and TMT members from 120 small- and medium-sized enterprises, we find strong support for our hypotheses. We discuss important implications for research on CEO humility and strategic leadership.

Vorheriger Artikel Correction to: Auxiliaries to Abusive Supervisors: The Spillover Effects of Peer Mistreatment on Employee Performance

Nächster Artikel Modeling Character: Servant Leaders, Incivility and Patient Outcomes

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Titel: Sharing Strategic Decisions: CEO Humility, TMT Decentralization, and Ethical Culture
verfasst von: Sebastian Cortes-Mejia
Andres Felipe Cortes
Pol Herrmann
Publikationsdatum: 18.03.2021
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 1/2022
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-021-04766-8

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