Do transformational CEOs always make the difference? The role of TMT feedback seeking behavior

Innovating Beyond the Horizon: CEO Career Horizon, Top Management Composition, and R&D Intensity

“…Additionally, by focusing on the CEO‐TMT interface and recognizing the specific role of the CEO within the organization's upper echelons, we enhance understanding of the origin of the accentuated horizon problem, and we propose potential solutions (Matta & Beamish, ). Combining the previously mentioned contributions, we built on recent studies that emphasize the role of the CEO in the TMT and call for more attention on studies that recognize the importance of the CEO‐TMT interface (e.g., Cao et al, ; Ling et al, ; Stoker et al, ). In our context of relatively risky and long‐term investments, it seemed particularly useful for analyzing the tension between time‐varying dispositions of the CEO and the TMT, and we call for more research into the CEO‐TMT interface to uncover how various types of attributes matter for strategic choices with different risk and temporal profiles.…”

“…As such, the characteristics of the CEO and the TMT interact to shape strategic choice, and studying the characteristics of either actor in isolation provides an incomplete representation of the complexity of underlying decision‐making processes. Indeed, several studies have supported the notion that the impact of CEO characteristics on innovation and change‐related processes and outcomes is influenced by the compositional attributes of the TMT (e.g., Cao et al, ; Stoker, Grutterink, & Kolk, ). The overarching message from this interpretation of the CEO‐TMT interface is that considering the two distinct but interrelated sets of actors, namely, the CEO and the respective TMT members, increases the comprehensiveness and predictive validity of models seeking to understand the relation between the executives’ characteristics and the organization's processes and outcomes (Ling et al, ).…”

CEO transformational leadership and firm performance: A moderated mediation model of TMT trust climate and environmental dynamism

“…The CEO and TMT may exert joint, rather than sequential, effects on firm performance (Cao, Simsek, & Zhang, 2010;Lin & Rababah, 2014;Stoker, Grutterink, & Kolk, 2012). Because CEOs (or GMs) often play a unique role and ought to be treated separately from other TMT members in Asian contexts, future research can devote more efforts to explore how CEOs interact with their subordinate TMTs and thus impact subsequent strategic decisions, actions, and performance outcomes (Ling et al, 2008b).…”

The relation of feedback-seeking motives and emotion regulation strategies to front-line managers’ feedback source profiles: A person-centered approach

“…For example, Ashford and Tsui (1991) found that mid-level executives seeking feedback about performance inadequacy could enhance their supervisors', subordinates' and peers' perceptions about the executives' effectiveness. Stoker, Grutterink, and Kolk (2012) suggest that top management teams' feedback seeking could help achieve desirable organizational results even their CEO's leadership is in absence or not ideal. Despite these benefits, however, individuals in management positions are generally reluctant to seek feedback and may not be open to the formal feedback received via Human Resources nor the informal feedback voiced by peers and subordinates (Devloo, Anseel, & De Beuckelaer, 2011).…”

“…Although it has long been recognized that individuals simultaneously seek feedback from various sources (e.g., Stoker, Grutterink, & Kolk, 2012), the phenomenon of employing subordinates as feedback sources for managers has been rare. While the current literature offers some preliminary information about seeking feedback from various sources, a 'variable-centered' approach has been adopted in which seeking feedback from supervisors, coworkers or peers has been treated separately (e.g., Callister, Kramer, & Turban, 1999;Whitaker, Dahling, & Levy, 2007;de Stobbeleir, Ashford, & Buyens, 2011).…”