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Does the Leader Make a Difference? Effects to Top Executive Personality on Entrepreneurial Firm Performance

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Author Info
Welbourne, T.M.
Cavanaugh, M.A.
Judge, T.A.
Abstract

The purpose of this study was to expand research on personality and leadership by investigating the relationship between leader personality and firm performance. Drawing from research on the five-factor model of personality ("the Big Fife") leader emotional adjustment (low neuroticism) and conscientiousness were hypothesized to be positively related to firm performance. Using a longitudinal sample of initial public offering (IPO) firms, results indicated that only emotional adjustment was related to two measures of firm performance. Specifically, leader emotional adjustment was associated with firms that had higher earnings per share and stock price, after adjusting for the influence of prior firm performance, as well as for the effects of several industry, firm, and demographic variables. In addition, leader extraversion was negatively related to earnings per share. Contrary to expectations, conscientiousness was not related to firm performance.

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Publisher Info
Paper provided by Cornell - Center for Advanced Human Resource Studies in its series Papers with number 98-17.

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Length: 25 pages
Date of creation: 1998
Date of revision:
Handle: RePEc:fth:corirl:98-17

Contact details of provider:
Postal: U.S.A.; Cornell University. Center for Advanced Human Resource Studies, IRL School. Ithaca, NY 14653-3901

For technical questions regarding this item, or to correct its listing, contact: (Thomas Krichel).

Related research
Keywords: MANAGERS ; PERSONALITY ; ENTERPRISES;

Find related papers by JEL classification:
M10 - Business Administration and Business Economics; Marketing; Accounting - - Business Administration - - - General
M12 - Business Administration and Business Economics; Marketing; Accounting - - Business Administration - - - Personnel Management; Executive Compensation

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This page was last updated on 2009-12-16.


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