CEO humility, narcissism and firm innovation: A paradox perspective on CEO traits
We examine how two seemingly contradictory yet potentially complementary CEO traits—humility and narcissism—interact to affect firm innovation. We adopt a paradox perspective and propose that individuals can have paradoxical traits and that, in particular, humility and narcissism can coexist harmoni...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Zhang, Hongyu [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2017transfer abstract |
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| Umfang: |
20 |
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| Übergeordnetes Werk: |
Enthalten in: Improving hemocompatibility of styrene-b-(ethylene-co-butylene)-b-styrene elastomer via N-vinyl pyrrolidone-assisted grafting of poly(ethylene glycol) methacrylate - 2012transfer abstract, an international journal of political, social and behavioral science, Amsterdam [u.a.] |
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| Übergeordnetes Werk: |
volume:28 ; year:2017 ; number:5 ; pages:585-604 ; extent:20 |
| Links: |
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| DOI / URN: |
10.1016/j.leaqua.2017.01.003 |
|---|
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ELV040554406 |
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| 520 | |a We examine how two seemingly contradictory yet potentially complementary CEO traits—humility and narcissism—interact to affect firm innovation. We adopt a paradox perspective and propose that individuals can have paradoxical traits and that, in particular, humility and narcissism can coexist harmoniously, especially among the Chinese, whose philosophical tradition embraces paradoxical thinking and behaving. CEOs that are both humble and narcissistic are hypothesized to be more likely to have socialized charisma, to cultivate an innovative culture, and to deliver innovative performance. Two studies using multisource data involving 63 CEOs, 328 top managers, and 645 middle managers in Study 1 and 143 CEOs and 190 top managers in Study 2 support the hypotheses and point to new directions for studying CEO traits and their effects on firm outcomes. | ||
| 520 | |a We examine how two seemingly contradictory yet potentially complementary CEO traits—humility and narcissism—interact to affect firm innovation. We adopt a paradox perspective and propose that individuals can have paradoxical traits and that, in particular, humility and narcissism can coexist harmoniously, especially among the Chinese, whose philosophical tradition embraces paradoxical thinking and behaving. CEOs that are both humble and narcissistic are hypothesized to be more likely to have socialized charisma, to cultivate an innovative culture, and to deliver innovative performance. Two studies using multisource data involving 63 CEOs, 328 top managers, and 645 middle managers in Study 1 and 143 CEOs and 190 top managers in Study 2 support the hypotheses and point to new directions for studying CEO traits and their effects on firm outcomes. | ||
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10.1016/j.leaqua.2017.01.003 doi GBVA2017017000017.pica (DE-627)ELV040554406 (ELSEVIER)S1048-9843(17)30042-5 DE-627 ger DE-627 rakwb eng 300 330 360 300 DNB 330 DNB 360 DNB 540 VZ 610 VZ 44.63 bkl 44.69 bkl Zhang, Hongyu verfasserin aut CEO humility, narcissism and firm innovation: A paradox perspective on CEO traits 2017transfer abstract 20 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier We examine how two seemingly contradictory yet potentially complementary CEO traits—humility and narcissism—interact to affect firm innovation. We adopt a paradox perspective and propose that individuals can have paradoxical traits and that, in particular, humility and narcissism can coexist harmoniously, especially among the Chinese, whose philosophical tradition embraces paradoxical thinking and behaving. CEOs that are both humble and narcissistic are hypothesized to be more likely to have socialized charisma, to cultivate an innovative culture, and to deliver innovative performance. Two studies using multisource data involving 63 CEOs, 328 top managers, and 645 middle managers in Study 1 and 143 CEOs and 190 top managers in Study 2 support the hypotheses and point to new directions for studying CEO traits and their effects on firm outcomes. We examine how two seemingly contradictory yet potentially complementary CEO traits—humility and narcissism—interact to affect firm innovation. We adopt a paradox perspective and propose that individuals can have paradoxical traits and that, in particular, humility and narcissism can coexist harmoniously, especially among the Chinese, whose philosophical tradition embraces paradoxical thinking and behaving. CEOs that are both humble and narcissistic are hypothesized to be more likely to have socialized charisma, to cultivate an innovative culture, and to deliver innovative performance. Two studies using multisource data involving 63 CEOs, 328 top managers, and 645 middle managers in Study 1 and 143 CEOs and 190 top managers in Study 2 support the hypotheses and point to new directions for studying CEO traits and their effects on firm outcomes. Ou, Amy Y. oth Tsui, Anne S. oth Wang, Hui oth Enthalten in Elsevier Science Improving hemocompatibility of styrene-b-(ethylene-co-butylene)-b-styrene elastomer via N-vinyl pyrrolidone-assisted grafting of poly(ethylene glycol) methacrylate 2012transfer abstract an international journal of political, social and behavioral science Amsterdam [u.a.] (DE-627)ELV026914743 volume:28 year:2017 number:5 pages:585-604 extent:20 https://doi.org/10.1016/j.leaqua.2017.01.003 Volltext GBV_USEFLAG_U GBV_ELV SYSFLAG_U SSG-OLC-PHA GBV_ILN_31 GBV_ILN_39 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_72 GBV_ILN_285 GBV_ILN_2505 44.63 Krankenpflege VZ 44.69 Intensivmedizin VZ AR 28 2017 5 585-604 20 045F 300 |
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10.1016/j.leaqua.2017.01.003 doi GBVA2017017000017.pica (DE-627)ELV040554406 (ELSEVIER)S1048-9843(17)30042-5 DE-627 ger DE-627 rakwb eng 300 330 360 300 DNB 330 DNB 360 DNB 540 VZ 610 VZ 44.63 bkl 44.69 bkl Zhang, Hongyu verfasserin aut CEO humility, narcissism and firm innovation: A paradox perspective on CEO traits 2017transfer abstract 20 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier We examine how two seemingly contradictory yet potentially complementary CEO traits—humility and narcissism—interact to affect firm innovation. We adopt a paradox perspective and propose that individuals can have paradoxical traits and that, in particular, humility and narcissism can coexist harmoniously, especially among the Chinese, whose philosophical tradition embraces paradoxical thinking and behaving. CEOs that are both humble and narcissistic are hypothesized to be more likely to have socialized charisma, to cultivate an innovative culture, and to deliver innovative performance. Two studies using multisource data involving 63 CEOs, 328 top managers, and 645 middle managers in Study 1 and 143 CEOs and 190 top managers in Study 2 support the hypotheses and point to new directions for studying CEO traits and their effects on firm outcomes. We examine how two seemingly contradictory yet potentially complementary CEO traits—humility and narcissism—interact to affect firm innovation. We adopt a paradox perspective and propose that individuals can have paradoxical traits and that, in particular, humility and narcissism can coexist harmoniously, especially among the Chinese, whose philosophical tradition embraces paradoxical thinking and behaving. CEOs that are both humble and narcissistic are hypothesized to be more likely to have socialized charisma, to cultivate an innovative culture, and to deliver innovative performance. Two studies using multisource data involving 63 CEOs, 328 top managers, and 645 middle managers in Study 1 and 143 CEOs and 190 top managers in Study 2 support the hypotheses and point to new directions for studying CEO traits and their effects on firm outcomes. Ou, Amy Y. oth Tsui, Anne S. oth Wang, Hui oth Enthalten in Elsevier Science Improving hemocompatibility of styrene-b-(ethylene-co-butylene)-b-styrene elastomer via N-vinyl pyrrolidone-assisted grafting of poly(ethylene glycol) methacrylate 2012transfer abstract an international journal of political, social and behavioral science Amsterdam [u.a.] (DE-627)ELV026914743 volume:28 year:2017 number:5 pages:585-604 extent:20 https://doi.org/10.1016/j.leaqua.2017.01.003 Volltext GBV_USEFLAG_U GBV_ELV SYSFLAG_U SSG-OLC-PHA GBV_ILN_31 GBV_ILN_39 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_72 GBV_ILN_285 GBV_ILN_2505 44.63 Krankenpflege VZ 44.69 Intensivmedizin VZ AR 28 2017 5 585-604 20 045F 300 |
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10.1016/j.leaqua.2017.01.003 doi GBVA2017017000017.pica (DE-627)ELV040554406 (ELSEVIER)S1048-9843(17)30042-5 DE-627 ger DE-627 rakwb eng 300 330 360 300 DNB 330 DNB 360 DNB 540 VZ 610 VZ 44.63 bkl 44.69 bkl Zhang, Hongyu verfasserin aut CEO humility, narcissism and firm innovation: A paradox perspective on CEO traits 2017transfer abstract 20 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier We examine how two seemingly contradictory yet potentially complementary CEO traits—humility and narcissism—interact to affect firm innovation. We adopt a paradox perspective and propose that individuals can have paradoxical traits and that, in particular, humility and narcissism can coexist harmoniously, especially among the Chinese, whose philosophical tradition embraces paradoxical thinking and behaving. CEOs that are both humble and narcissistic are hypothesized to be more likely to have socialized charisma, to cultivate an innovative culture, and to deliver innovative performance. Two studies using multisource data involving 63 CEOs, 328 top managers, and 645 middle managers in Study 1 and 143 CEOs and 190 top managers in Study 2 support the hypotheses and point to new directions for studying CEO traits and their effects on firm outcomes. We examine how two seemingly contradictory yet potentially complementary CEO traits—humility and narcissism—interact to affect firm innovation. We adopt a paradox perspective and propose that individuals can have paradoxical traits and that, in particular, humility and narcissism can coexist harmoniously, especially among the Chinese, whose philosophical tradition embraces paradoxical thinking and behaving. CEOs that are both humble and narcissistic are hypothesized to be more likely to have socialized charisma, to cultivate an innovative culture, and to deliver innovative performance. Two studies using multisource data involving 63 CEOs, 328 top managers, and 645 middle managers in Study 1 and 143 CEOs and 190 top managers in Study 2 support the hypotheses and point to new directions for studying CEO traits and their effects on firm outcomes. Ou, Amy Y. oth Tsui, Anne S. oth Wang, Hui oth Enthalten in Elsevier Science Improving hemocompatibility of styrene-b-(ethylene-co-butylene)-b-styrene elastomer via N-vinyl pyrrolidone-assisted grafting of poly(ethylene glycol) methacrylate 2012transfer abstract an international journal of political, social and behavioral science Amsterdam [u.a.] (DE-627)ELV026914743 volume:28 year:2017 number:5 pages:585-604 extent:20 https://doi.org/10.1016/j.leaqua.2017.01.003 Volltext GBV_USEFLAG_U GBV_ELV SYSFLAG_U SSG-OLC-PHA GBV_ILN_31 GBV_ILN_39 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_72 GBV_ILN_285 GBV_ILN_2505 44.63 Krankenpflege VZ 44.69 Intensivmedizin VZ AR 28 2017 5 585-604 20 045F 300 |
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10.1016/j.leaqua.2017.01.003 doi GBVA2017017000017.pica (DE-627)ELV040554406 (ELSEVIER)S1048-9843(17)30042-5 DE-627 ger DE-627 rakwb eng 300 330 360 300 DNB 330 DNB 360 DNB 540 VZ 610 VZ 44.63 bkl 44.69 bkl Zhang, Hongyu verfasserin aut CEO humility, narcissism and firm innovation: A paradox perspective on CEO traits 2017transfer abstract 20 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier We examine how two seemingly contradictory yet potentially complementary CEO traits—humility and narcissism—interact to affect firm innovation. We adopt a paradox perspective and propose that individuals can have paradoxical traits and that, in particular, humility and narcissism can coexist harmoniously, especially among the Chinese, whose philosophical tradition embraces paradoxical thinking and behaving. CEOs that are both humble and narcissistic are hypothesized to be more likely to have socialized charisma, to cultivate an innovative culture, and to deliver innovative performance. Two studies using multisource data involving 63 CEOs, 328 top managers, and 645 middle managers in Study 1 and 143 CEOs and 190 top managers in Study 2 support the hypotheses and point to new directions for studying CEO traits and their effects on firm outcomes. We examine how two seemingly contradictory yet potentially complementary CEO traits—humility and narcissism—interact to affect firm innovation. We adopt a paradox perspective and propose that individuals can have paradoxical traits and that, in particular, humility and narcissism can coexist harmoniously, especially among the Chinese, whose philosophical tradition embraces paradoxical thinking and behaving. CEOs that are both humble and narcissistic are hypothesized to be more likely to have socialized charisma, to cultivate an innovative culture, and to deliver innovative performance. Two studies using multisource data involving 63 CEOs, 328 top managers, and 645 middle managers in Study 1 and 143 CEOs and 190 top managers in Study 2 support the hypotheses and point to new directions for studying CEO traits and their effects on firm outcomes. Ou, Amy Y. oth Tsui, Anne S. oth Wang, Hui oth Enthalten in Elsevier Science Improving hemocompatibility of styrene-b-(ethylene-co-butylene)-b-styrene elastomer via N-vinyl pyrrolidone-assisted grafting of poly(ethylene glycol) methacrylate 2012transfer abstract an international journal of political, social and behavioral science Amsterdam [u.a.] (DE-627)ELV026914743 volume:28 year:2017 number:5 pages:585-604 extent:20 https://doi.org/10.1016/j.leaqua.2017.01.003 Volltext GBV_USEFLAG_U GBV_ELV SYSFLAG_U SSG-OLC-PHA GBV_ILN_31 GBV_ILN_39 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_72 GBV_ILN_285 GBV_ILN_2505 44.63 Krankenpflege VZ 44.69 Intensivmedizin VZ AR 28 2017 5 585-604 20 045F 300 |
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10.1016/j.leaqua.2017.01.003 doi GBVA2017017000017.pica (DE-627)ELV040554406 (ELSEVIER)S1048-9843(17)30042-5 DE-627 ger DE-627 rakwb eng 300 330 360 300 DNB 330 DNB 360 DNB 540 VZ 610 VZ 44.63 bkl 44.69 bkl Zhang, Hongyu verfasserin aut CEO humility, narcissism and firm innovation: A paradox perspective on CEO traits 2017transfer abstract 20 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier We examine how two seemingly contradictory yet potentially complementary CEO traits—humility and narcissism—interact to affect firm innovation. We adopt a paradox perspective and propose that individuals can have paradoxical traits and that, in particular, humility and narcissism can coexist harmoniously, especially among the Chinese, whose philosophical tradition embraces paradoxical thinking and behaving. CEOs that are both humble and narcissistic are hypothesized to be more likely to have socialized charisma, to cultivate an innovative culture, and to deliver innovative performance. Two studies using multisource data involving 63 CEOs, 328 top managers, and 645 middle managers in Study 1 and 143 CEOs and 190 top managers in Study 2 support the hypotheses and point to new directions for studying CEO traits and their effects on firm outcomes. We examine how two seemingly contradictory yet potentially complementary CEO traits—humility and narcissism—interact to affect firm innovation. We adopt a paradox perspective and propose that individuals can have paradoxical traits and that, in particular, humility and narcissism can coexist harmoniously, especially among the Chinese, whose philosophical tradition embraces paradoxical thinking and behaving. CEOs that are both humble and narcissistic are hypothesized to be more likely to have socialized charisma, to cultivate an innovative culture, and to deliver innovative performance. Two studies using multisource data involving 63 CEOs, 328 top managers, and 645 middle managers in Study 1 and 143 CEOs and 190 top managers in Study 2 support the hypotheses and point to new directions for studying CEO traits and their effects on firm outcomes. Ou, Amy Y. oth Tsui, Anne S. oth Wang, Hui oth Enthalten in Elsevier Science Improving hemocompatibility of styrene-b-(ethylene-co-butylene)-b-styrene elastomer via N-vinyl pyrrolidone-assisted grafting of poly(ethylene glycol) methacrylate 2012transfer abstract an international journal of political, social and behavioral science Amsterdam [u.a.] (DE-627)ELV026914743 volume:28 year:2017 number:5 pages:585-604 extent:20 https://doi.org/10.1016/j.leaqua.2017.01.003 Volltext GBV_USEFLAG_U GBV_ELV SYSFLAG_U SSG-OLC-PHA GBV_ILN_31 GBV_ILN_39 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_72 GBV_ILN_285 GBV_ILN_2505 44.63 Krankenpflege VZ 44.69 Intensivmedizin VZ AR 28 2017 5 585-604 20 045F 300 |
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Enthalten in Improving hemocompatibility of styrene-b-(ethylene-co-butylene)-b-styrene elastomer via N-vinyl pyrrolidone-assisted grafting of poly(ethylene glycol) methacrylate Amsterdam [u.a.] volume:28 year:2017 number:5 pages:585-604 extent:20 |
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Enthalten in Improving hemocompatibility of styrene-b-(ethylene-co-butylene)-b-styrene elastomer via N-vinyl pyrrolidone-assisted grafting of poly(ethylene glycol) methacrylate Amsterdam [u.a.] volume:28 year:2017 number:5 pages:585-604 extent:20 |
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Improving hemocompatibility of styrene-b-(ethylene-co-butylene)-b-styrene elastomer via N-vinyl pyrrolidone-assisted grafting of poly(ethylene glycol) methacrylate |
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CEO humility, narcissism and firm innovation: A paradox perspective on CEO traits |
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We examine how two seemingly contradictory yet potentially complementary CEO traits—humility and narcissism—interact to affect firm innovation. We adopt a paradox perspective and propose that individuals can have paradoxical traits and that, in particular, humility and narcissism can coexist harmoniously, especially among the Chinese, whose philosophical tradition embraces paradoxical thinking and behaving. CEOs that are both humble and narcissistic are hypothesized to be more likely to have socialized charisma, to cultivate an innovative culture, and to deliver innovative performance. Two studies using multisource data involving 63 CEOs, 328 top managers, and 645 middle managers in Study 1 and 143 CEOs and 190 top managers in Study 2 support the hypotheses and point to new directions for studying CEO traits and their effects on firm outcomes. |
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We examine how two seemingly contradictory yet potentially complementary CEO traits—humility and narcissism—interact to affect firm innovation. We adopt a paradox perspective and propose that individuals can have paradoxical traits and that, in particular, humility and narcissism can coexist harmoniously, especially among the Chinese, whose philosophical tradition embraces paradoxical thinking and behaving. CEOs that are both humble and narcissistic are hypothesized to be more likely to have socialized charisma, to cultivate an innovative culture, and to deliver innovative performance. Two studies using multisource data involving 63 CEOs, 328 top managers, and 645 middle managers in Study 1 and 143 CEOs and 190 top managers in Study 2 support the hypotheses and point to new directions for studying CEO traits and their effects on firm outcomes. |
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We examine how two seemingly contradictory yet potentially complementary CEO traits—humility and narcissism—interact to affect firm innovation. We adopt a paradox perspective and propose that individuals can have paradoxical traits and that, in particular, humility and narcissism can coexist harmoniously, especially among the Chinese, whose philosophical tradition embraces paradoxical thinking and behaving. CEOs that are both humble and narcissistic are hypothesized to be more likely to have socialized charisma, to cultivate an innovative culture, and to deliver innovative performance. Two studies using multisource data involving 63 CEOs, 328 top managers, and 645 middle managers in Study 1 and 143 CEOs and 190 top managers in Study 2 support the hypotheses and point to new directions for studying CEO traits and their effects on firm outcomes. |
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