How CEO Workaholism Influences Firm Performance: The Roles of Collective Organizational Engagement and TMT Power Distance

She, Zhuolin; Li, Quan; Zhou, Jian

doi:10.3389/fpsyg.2021.725199

Cited by 11 publications

(5 citation statements)

References 45 publications

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“…Extant research has successfully indicated various internal and external factors affecting changes in the patent strategy, among which TMT is viewed as one of the key elements (Wang, 2016 ; Zhao et al, 2020 ; She et al, 2021 ). Including CEO, board of directors, independent directors, and top managers, TMT members are faced with both opportunities and challenges due to rapid changes in the industrial and economic context of enterprises.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Effects of Top Management Team Characteristics on Patent Strategic Change and Firm Performance

Zhou

Zhang

et al. 2022

Front. Psychol.

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Patent strategy is increasingly recognized as a vital contributor in promoting core competitiveness of an enterprise. A top management team (TMT) has been indicated as one of the key factors driving changes in patent strategy. Based on upper echelons theory, this study examines how TMT characteristics, including, team diversity, emotional intelligence, and safety climate, influence enterprise patent strategic change and, hence, the business outcome. The data from 930 top managers in 228 enterprises showed that the changes in patent strategies are significantly influenced by the characteristics of top managers. These aforementioned internal TMT factors have diverse effects on the speed and scope of the enterprise patent strategic change, which in turn affects firm performance in a positive and negative way, respectively.

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Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Effects of Top Management Team Characteristics on Patent Strategic Change and Firm Performance

Zhou

Zhang

et al. 2022

Front. Psychol.

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“…Consequently, their values and assumptions gradually become embedded within the organizational climate (Jaiswal and Dhar, 2015). This climate has been demonstrated to be instrumental in directing and coordinating employees’ efforts toward achieving organizational goals (Hur et al , 2023; She et al , 2021). Accordingly, our paper examines the mediation of ethical, service and initiative climates in CEO responsible leadership’s association with organizational outcomes (CSR and organization performance).…”

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

How CEO responsible leadership shapes corporate social responsibility and organization performance: the roles of organizational climates and CEO founder status

Wang

Liu

2023

IJCHM

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Purpose This paper aims to investigate how chief executive officer (CEO) responsible leadership impacts corporate social responsibility (CSR) and organization performance by considering diverse organizational climates (including ethical, service and initiative climates) as mediators and CEO founder status as a moderator. Design/methodology/approach This study analyzed survey data from 212 service organizations in China with structural equation modeling. Findings The results clearly established that CEO responsible leadership played a crucial role in augmenting both CSR and organization performance by shaping positive organizational climates. Notably, CEO responsible leadership significantly fostered ethical, service and initiative climates. Furthermore, an ethical climate promoted CSR and organization performance, whereas service and initiative climates specifically enhanced organization performance. Additionally, responsible CEOs with founder status exhibited a higher propensity for enhancing ethical, service and initiative climates within service organizations. Practical implications Service organizations should take measures to build CEO responsible leadership, especially for CEOs with founder status. Furthermore, service organizations should motivate employees to reach consensus on ethical conducts, superior service and proactive approach to work. Originality/value First, the findings on CEO responsible leadership’s effects on CSR and organization performance extend the research on responsible leadership outcomes. Second, this paper adds to responsible leadership literature through exploring the mediating effects of ethical, service and initiative climates. Finally, the finding on the moderating role of founder CEOs offers a novel perspective regarding the boundary condition of the effects of CEO responsible leadership.

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“…Unfavourable work characteristics may also affect the QWL and performance adversely. With varied poor job resources at employees' disposal (She et al, 2021), workaholic individuals are unable to reduce the potentially negative effect of the high job demands experienced (Akinwale and George, 2020). Also, workaholics have few chances to recuperate and mend adequately from their work sufficiently and this largely affects their QWL (Akinwale and George, 2023).…”

Section: Workaholism and Quality Of Work-lifementioning

confidence: 99%

Workaholism and quality of work-life: a psychosocial pathway to brain-drain syndrome

Akinwale,

Kuye,

Akinwale

2023

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PurposeThe cultural norm of compelling employees to work beyond the standard measure as a result of internal pressure from organisations is gaining popularity in the business environment today. This research is a pointer to a nuanced and dynamic understanding of workaholism, and this study aims to investigate factors that constitute an individual as a workaholic in the banking industry in Nigeria. This study aims to examine the influence of workaholism on the quality of work-life (QWL) of the workforce and how it led pockets of the workforce to migrate to an international workspace.Design/methodology/approachTo capture a good understanding of what describes an individual as a workaholic, and what influences the QWL among the workforce in the banking environment, this study utilised a longitudinal research design to survey bankers in corporate organisations in Nigeria. The study administered a battery of adapted scales to measure latent constructs of dimensions of workaholism and QWL on a random simple probability technique. The study surveyed 425 professional bankers in Nigeria's banking workspace. A structural equation model was used to analyse the data obtained from the banking workforce to establish the relationship that exists between the dimensions of workaholism and QWL.FindingsThe outcome of this study indicated an insightful one. The results of the study illustrated that long hours of work, workload, work pressure, financial challenges as well and the pursuit of career growth are determinants of workaholism in banking corporate business. The study illustrated that all the predictors of workaholism equally affect the QWL of the employees in Nigeria's banking industry.Originality/valueThe originality of this study is captured in the dynamics of the concept of workaholism which portends negative outcomes in the Nigerian business environment given the nature of banking business in Nigeria. The study elucidates that workaholism is not work engagement in Nigeria but the attitude of compulsion from the management of the organisations.

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How CEO Workaholism Influences Firm Performance: The Roles of Collective Organizational Engagement and TMT Power Distance

Cited by 11 publications

References 45 publications

Effects of Top Management Team Characteristics on Patent Strategic Change and Firm Performance

Effects of Top Management Team Characteristics on Patent Strategic Change and Firm Performance

How CEO responsible leadership shapes corporate social responsibility and organization performance: the roles of organizational climates and CEO founder status

Workaholism and quality of work-life: a psychosocial pathway to brain-drain syndrome

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