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PurposeThis study examines the association between firm profitability and the “voice” of the CEO measured through tones they convey in their annual letter to shareholders. The paper examines whether the tones corresponds to a firm's profitability and the extent to which CEO tone varies with changes in profitability.Design/methodology/approachThe authors analyze 187 Australian CEOs communications in 748 annual letters to their shareholders between 2010 and 2013. Two-word lists created by previous researchers are used to assess tones for their positive-negative plurality, uncertainty and use of modal words. Firm profitability is identified using return on assets. The authors examine the relationship between profitability and tones using simple ANOVA as well as a linear mixed model and then a change (differences) model. The change model captures any inertia or genre effect in the CEO letter to shareholders.FindingsUsing both the level and change model, the authors find that firm profitability is associated with CEO's tones that are more optimistic and less pessimistic. The authors also find that the use of negative words has more communicative value than positive words or “net” positive words. The authors also observe some genre effect when CEOs use strong modal words.Research limitations/implicationsThe sample is restricted to a selection of Australian firms that had the same CEO for the fiscal years 2010–2013; which reported in each financial year and which survived the global financial crisis. Generalizing the findings to other periods, types of firms, or to CEOs with shorter tenure, might be questionable. This study was conducted in Australia, which may limit the applicability of the findings to other jurisdictions.Practical implicationsThe significant link between firm profitability and CEOs' use of positive, net positive and negative words implies that investors may place reliance on the use of these tones in the CEO's annual letter to accurately reflect the profitability of the firm.Originality/valueThe study extends the existing literature by examining whether a change in firm profitability is linked to a change in CEO tone. It concludes that even in periods of general financial stress, shareholders should be confident that CEOs' letters to shareholders provide credible information that corresponds to firm performance.

Purpose Previous research suggests that a CEO’s attitude can impact a firm’s performance. More particularly, there appears to be a link between the CEO’s revealed level of optimism and firm’s market value. The purpose of this paper is to measure the level of optimism revealed by Australian CEOs in their shareholder letters and compares this with their firms’ current and future valuations. Design/methodology/approach This study assesses the CEO’s level of optimism using text analysis of the annual letters to shareholders in 180 Australian-based firms from 2010 to 2013. The market valuation of their companies over the same period is calculated using Tobin’s Q, and the results compared with the level of CEO optimism. Findings Comparing the level of revealed optimism with their firms’ valuations over four years, CEO optimism is positively correlated, both currently and prospectively with firm valuation. Given the period under study immediately followed the global financial crisis (GFC), the results suggest CEO optimism may be an important factor in adding to firm’s market resilience. Research limitations/implications The study examines the link between revealed CEO optimism and firm valuation over a turbulent period of the business cycle. While the sample period follows the GFC, and Tobin’s Q has some known deficiencies, the results imply that further research should be undertaken to examine the importance of CEOs tone and communicated attitudes on their firms’ financial outcomes. Practical implications The link between CEO optimism and the firm’s valuation suggest that shareholders and boards should pay particular attention to the values, cognitions and psychological and demographic characteristics of top executives when selecting CEOs. In particular, the results suggest that given two otherwise similar CEOs the one whose record of communication is optimistic should be preferred over a similarly qualified but less sanguine individual. Originality/value The paper represents the first study demonstrating the link between CEO’s communicated optimism and Australian firms’ valuations. The study uses three different measures of optimism to improve the robustness of its conclusions, and a comprehensive measure of firm value – Tobin’s Q. It is the first to quantify the association between CEO optimism and firm value shortly after a period of financial upheaval (the GFC). The findings indicate that CEO optimism contributes significantly to firm value. The study also tests whether “excessive” optimism negatively impacts firm performance and conclude there is no evidence of this in the sample period. The study suggests that more research should be done to examine the contribution of positive business attitudes to periods of economic stress.

PurposeThe purpose of this study is to explore whether the level of language content matching (LCM) between the chair and the CEO varies with their firm's financial performance.Design/methodology/approachThis study examines a sample of 119 Australian firms and 476 annual letters to shareholders produced by the firms' chairs and CEOs over a four-year period. Chair–CEO LCM is measured by calculating the similarity score between the chair's and CEO's written text to shareholders within each firm year, while firm profitability is measured by return on assets. Univariate analysis of variance (ANOVA) tests as well as three multivariate linear models are used to examine the research question.FindingsThe results show that the profitability of the firm is significantly associated with the level of chair–CEO LCM. When a firm is profitable, there is a lower level of chair–CEO LCM than when the firm is unprofitable and that profitability is related to a lower level of chair–CEO LCM. Firm size is positively and significantly related to the level of chair–CEO LCM. These findings are supportive of the view that the written communications of the chair and CEO are the outcome of strategic considerations and depend on a firm's specific economic situation.Research limitations/implicationsFuture studies may consider alternative approaches to measure textual similarity.Social implicationsLCM may provide insights into management techniques that may be used to explain firm performance and provide a signal to external stakeholders, such as shareholders and fund managers.Originality/valueThis study provides new insights into the letters written by the chair and the CEO to explain or justify their firm's financial performance. Rather than focus on a single letter, this study examines the level of LCM between the shareholder letters of two different people in a firm (the chair and CEO) and finds that the extent of chair–CEO LCM is varying with firm performance and size. The findings of this study suggest that LCM is an important dimension of the communications of a firm's chair and CEO.