TY - JOUR
AU - Quinn, Robert E.
AB - This paper develops a model of executive leadership consisting of four competing roles: Vision Setter, Motivator, Analyzer, and Task Master. These four roles are operationalized and hypotheses are then tested concerning their relationships to three dimensions of firm performance using data collected from a sample of 916 top managers. Results suggest that CEOs with high "behavioral complexity" - the ability to play multiple, competing roles - produce the best firm performance, particularly with respect to business performance (growth and innovation) and organizational (stakeholder) effectiveness. Executive leadership role had little to do with firms' financial performance.
TI - Roles Executives Play: CEOs, Behavioral Complexity, and Firm Performance: 
JF - Human Relations
DO - 10.1177/001872679304600501
DA - 2016-04-22
UR - https://www.deepdyve.com/lp/sage/roles-executives-play-ceos-behavioral-complexity-and-firm-performance-EF9Xt0mcdx
SP - 543
EP - 574
VL - 46
IS - 5
DP - DeepDyve
ER -