Mintzberg Revisited: A Study of Chief Executive Officers

Beggs, Joyce M.; Doolittle, Dorothy C.

doi:10.1108/eb053648

Cited by 5 publications

(14 citation statements)

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“…The importance of Mintzberg's research to this study is the theory he developed about the role of CEO, specifically, the ten CEO roles he identified, and the three role categories in which Mintzberg cataloged the ten roles. to CEOs versus the ease at which access to middle and lower-level managers can be obtained (Beggs & Doolittle, 1988;Martinko & Gardner, 1985). It is also possible that interest in the role of CEO and how CEOs spend their time dwindled in the mid-1980s as issues of CEO compensation became more prevalent.…”

Section: Six Characteristics Of the Work Of Ceosmentioning

confidence: 99%

“…It seems possible that gaps exist due to lack of access to working CEOs or the fear CEOs will be unresponsive to requests for survey responses or interviews (Beggs & Doolittle, 1988). Access issues have made it difficult to study CEOs from a variety of disciplines, not just Human Resource Development (HRD), and provided many challenges to this research project (Rosser, 2005;Thomas, 1995;Useem, 1995).…”

Section: Study Purpose and Significancementioning

confidence: 99%

“…Research on the spokesperson role has resulted in conflicting results. In some cases it has been considered the least important role (Beggs & Doolittle, 1988) and others have found it to be the primary focus of the CEO (Greenfeld et al, 1988 (Cummings & Worley, 2009, p. 754). This could be a vendor, customer, employee, investor, or others directly or indirectly impacted by the organization's business.…”

Section: New Productivity Paradigmmentioning

confidence: 99%

“…Most researchers asked questions about Mintzberg's 10 roles and in one case they developed their own set of roles upon which to base their studies (Ahmed, 2005;Beggs & Doolittle, 1988;Carter, 1982;Hart & Quinn, 1993;Howe, 1988;Kurke & Aldrich, 1983;Lau et al, 1979;Mintzberg, 2009;Pugliese, 1985;Snyder & Wheelen, 1981;Tengblad, 2006;Whitely, 1978). In some cases the researchers asked CEOs to rank the roles in terms of importance, rather than asking for time estimations of the roles.…”

Section: The Strategic Rolesmentioning

confidence: 99%

“…That is, CEOs need to be able to consider two conflicting ideas at the same time, make quick decisions, and be entrepreneurial and innovative at all times (Bodwell & Chermack, 2010). The decisional and entrepreneurial roles have been suggested to be the most important roles of a CEO (Beggs & Doolittle, 1988;Mintzberg, 1973). An entrepreneurial approach suggests innovation as a major component of the CEO role with an emphasis on maximizing profit (Galambos, 1995).…”

Section: The Decisional Rolesmentioning

confidence: 99%

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The Role of Chief Executive Officer

Glick

2011

Advances in Developing Human Resources

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OF DISSERTATION THE ROLE OF CHIEF EXECUTIVE OFFICERThe purpose of this study was to address the gap between what is reported in the literature and what is known in current practice on the role of CEO. Research on the role of CEO is conflicting and outdated, and the theory deduced by Mintzberg in the 1970s has not been continually refined and updated, a necessary process for maintaining the usefulness of a theory (Lynham, 2002). A major goal of this research was to use the insights provided by CEOs to improve our general understanding of the major roles played by CEOs and how they generally allocate their time in various critical functions.CEOs are known for being a difficult population to research, yet this study has shown they are not inaccessible.This research was also intended to serve those responsible for identifying CEO candidates, recruiting CEOs, coaching CEOs, sustaining an organization's leadership system, and developing performance matrices for Boards of Directors who are ultimately responsible for making sure the CEO is effective and efficient.To investigate the role of CEO a survey instrument was developed based on 31 roles identified in the literature. The survey was sent to CEOs selected from a purchased database by e-mail. The study focused on three research questions with the purpose of

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Section: Six Characteristics Of the Work Of Ceosmentioning

confidence: 99%

Section: Study Purpose and Significancementioning

confidence: 99%

Section: New Productivity Paradigmmentioning

confidence: 99%

Section: The Strategic Rolesmentioning

confidence: 99%

Section: The Decisional Rolesmentioning

confidence: 99%

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The Role of Chief Executive Officer

Glick

2011

Advances in Developing Human Resources

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A 30-country multilevel test of cultural convergence or divergence of three managerial skillsets.

Gentry

Patterson

Stawiski

et al. 2013

Consulting Psychology Journal: Practice and Research

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The environment of contemporary organizations and managerial work is global. In light of this context, it is important to understand what skills managers need, and whether those skills are believed to be important to a manager's job similarly across countries or whether the importance is culturally contingent. Such knowledge will help managers and consultants understand what skills are important for effectiveness and success, and informs those who design and train managerial and leadership development initiatives about the appropriate and important content areas to cover. This study attempts to understand whether specific managerial skillsets (taking action, making decisions, and following through; relationships; energy, drive, and ambition) are believed to be important to a manager's job across 30 countries. We used ratings from the bosses of 6,130 target managers from 30 countries. With managers nested within countries and a binary outcome variable, the multilevel analysis of hierarchical generalized linear modeling (HGLM) was used in our analyses. Our findings suggest cultural convergence, in that the importance of these managerial skillsets was universally similar across the countries examined and not driven by cultural difference (which would have supported a divergence perspective). Findings should have implications for consultants working in talent management, and in the design and delivery of managerial and leadership training and development.

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