Document Type
Report
Abstract
The 2016 HR@Moore Survey of Chief HR Officers explored the CEO’s leadership style, particularly in terms of narcissism and humility, and some aspects of C-suite dynamics. The results showed that while some CEOs can be described as narcissists, the vast majority fail to fit this negative stereotype, and in fact, most would be described as relatively humble. CEOs have relatively positive perceptions of the board, but have some concerns with the extent to which the board may get involved in more operational decisions, thus, overstepping their boundaries. Executive leadership teams were described in terms of Agreement, Camaraderie, and Trust. They scored highest in trust, followed by camaraderie, and finally agreement. Finally, we explore how CEO narcissism and humility relate to ELT dynamics, the ELT’s view of the CEO, the CEO’s perceptions of the board, and both the CEO’s and board’s involvement in CEO succession. CEO narcissism and humility were unrelated to agreement among ELT members, but strongly related to camaraderie and trust. They were also strongly related to the ELT’s view of the CEO, the CEO’s view of the board, and both the CEO’s and board’s involvement in CEO succession. In all cases, narcissism resulted in lower scores and humility in higher scores on these measures.
Publication Date
2016
Disciplines
Business
Copyright
© 2016, University of South Carolina
Publication Info
2016.