CEO leadership behaviors, organizational performance, and employees' attitudes

Hui Wang; Katherine R. Xin; Anne S. Tsui

doi:10.1016/j.leaqua.2010.12.009

CEO leadership behaviors, organizational performance, and employees' attitudes

Hui Wang (First Author), Katherine R. Xin (Participant Author), Anne S. Tsui (Participant Author)

Organizational Behavior/Human Resource Management

Research output: Contribution to journal › Journal

Abstract

This study explores the links between CEO leadership behaviors, firm performance and employees' attitudes in a sample drawn from 125 firms in China. We first inductively identified categories of CEO leadership behaviors in the Chinese context. Through a factor analysis, we developed a six-dimension measure of CEO leadership behaviors, with three dimensions focused on tasks and three dimensions focused on relationships. Our hypotheses were tested on a matched data set including 739 middle managers and their supervisors (top managers) in the 125 firms. Results from the structural equation modeling analysis show that the CEO's task-focused behaviors are directly linked to firm performance. The CEO's relationship-focused behaviors are related to employees' attitudes and, through these attitudes, to firm performance. Limitations and implications for future research are discussed.

Original language	English
Pages (from-to)	92-105
Journal	Leadership Quarterly
Volume	22
Issue number	1
DOIs	https://doi.org/10.1016/j.leaqua.2010.12.009
Publication status	Published - 2011

Corresponding author email

wanghui@gsm.pku.edu.cn

Keywords

CEO leadership behaviors
Employees' attitudes
Firm performance

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CEO leadership behaviors, organizational performance, and employees' attitudes

Abstract

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Keywords

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