CEO speeches and safety culture: British Petroleum before the Deepwater Horizon disaster

Amernic, Joel; Craig, Russell

doi:10.1016/j.cpa.2016.11.004

Cited by 38 publications

(37 citation statements)

References 43 publications

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“…observable proxies that supposedly reflect various elements of the hubris constructs, have been recommended (Hayward and Hambrick, 1997). They include linguistic choices of top managers (Amernic and Craig, 2013, 2017), descriptions of CEOs in the business press, the cash compensation differential between the CEO and the second-best paid employee, recent success as measured by standard financial indicators and photographs appearing in annual reports (Chatterjee and Hambrick, 2007). Measures based on media portrayals assume that CEOs internalize their celebrity status (Hayward et al., 2004).…”

Section: Concept Evaluationmentioning

confidence: 99%

The dark and bright sides of hubris: Conceptual implications for leadership and governance research

2019

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Hubris among corporate leaders has recently gained much academic attention, with strategy and corporate governance research focusing mainly on negative aspects, such as overreach by strategic leaders during acquisitions. However, adjacent disciplines including entrepreneurship and innovation identify positive consequences too. How comparable are these findings? Appraising the conceptual and methodological approaches, we find that while the hubris concept has many strengths, several challenges remain. We suggest conceptual and empirical research directions aimed at increasing construct clarity, validating the hubris construct and extending the scope of hubris research. We also propose that research with boards and top management teams can help clarify how they make decisions to cope with the 'dark side' of hubris without suppressing 'bright side' outcomes.

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Section: Concept Evaluationmentioning

confidence: 99%

The dark and bright sides of hubris: Conceptual implications for leadership and governance research

2019

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“…Our above literature analysis shows that most trickle-down research on VBL behaviors has mainly focused on understanding this effect through a social learning perspective (Wo et al, 2019). Although the frontline managers may not always have the opportunity to socialize with management up the hierarchy due to the distance between higher-level management (Antonakis and Atwater, 2002), numerous recent corporate scandals have highlighted a fragmented connection between upper management and frontline managers' practices (see Amernic and Craig, 2017;Aizawa, 2018). Most literature continues to emphasize that VBL behaviors can be socially learned from managers up the hierarchy despite the existence of contingent role with the frontline managers and higher management being spread across distance and time (Yang et al, 2010).…”

Section: Discussion and Future Research On Value-based Leadership Behavior And Role Theorymentioning

confidence: 99%

The Emergence of Value-Based Leadership Behavior at the Frontline of Management: A Role Theory Perspective and Future Research Agenda

2021

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The importance of value-based leadership such as authentic, ethical, and servant leadership is inconspicuous. However, the benefits of these leadership approaches are often only explained through the behaviors of their followers. As such, limited research has communicated the leader’s motivation for pursuing such leadership behavior, resulting in such discourse to escape theorizing. We draw upon role theory and paid attention to the role of higher-level management (leadership) through the trickle-down model to underline their importance in the organization. We then expand this role theory framework by synthesizing research to explain the emergence of value-based leadership behavior at the frontline of management. In doing so, we aim to provide a stronger explanation of the emergence of value-based leadership in organizations. We conclude this analysis by guiding future research in the form of propositions to investigate the psychological process and organizational factors to empirically examine the proposed role framework.

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“…This involved both authors separately reading each vignette by slowing down the reading process to understand the "inner workings" of text, in a fashion similar to that described by Slagell (1991). For Amernic and Craig (2017) Close reading iterations of each vignette were conducted until a consensus was reached between the authors. However, the limitations of this method, highlighted by Amernic and Craig (2017, p. 68) should be acknowledged.…”

Section: Methodsmentioning

confidence: 99%

Autobiographical vignettes in annual report CEO letters as a lens to understand how leadership is conceived and enacted

Craig¹,

Amernic²

2019

AAAJ

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Purpose The purpose of this paper is to examine autobiographical vignettes that are embedded in the annual report letters to shareholders of chief executive officers (CEOs). The aim is to reveal the capacity of this narrative to self-construct leader identity, show how they can help CEOs attain legitimacy and how they help CEOs to exert management control. Design/methodology/approach The paper is positioned within literature that focuses on the importance of the annual report CEO letter and the strategic use of CEO autobiographical vignettes therein. Three autobiographical vignettes included in letters to shareholders signed by E. Hunter Harrison, CEO of Canadian National Railway (2004, 2005 and 2007), are analysed using close reading techniques. This involved the authors separately reading each vignette by slowing down the reading process to aid understanding of the text’s “inner workings”. Several close readings of each vignette were conducted until a consensus was reached between the authors. Findings Autobiographical vignettes have strong potential to be used strategically, as rhetorical devices, to help CEOs exert management control, facilitate change, shape leader-follower relationships and sustain self-legitimacy. Originality/value This paper is the first within the accounting domain to highlight the potential for autobiographical narrative in a CEO’s annual letter to shareholders to convey corporate information (including strategic intent), to construct leader identity and to exert management control.

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CEO speeches and safety culture: British Petroleum before the Deepwater Horizon disaster

Cited by 38 publications

References 43 publications

The dark and bright sides of hubris: Conceptual implications for leadership and governance research

The dark and bright sides of hubris: Conceptual implications for leadership and governance research

The Emergence of Value-Based Leadership Behavior at the Frontline of Management: A Role Theory Perspective and Future Research Agenda

Autobiographical vignettes in annual report CEO letters as a lens to understand how leadership is conceived and enacted

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