Session 215

Personality and Values in Strategic Leadership

Track O

Date: Monday, October 5, 2015


Time: 13:45 – 15:00


Room: Governor's Square 9

Session Chair:

  • David Wangrow, University of Kansas

Title: CEO Narcissism, Alliance Activity, and Innovation


  • Joseph Harrison, Texas A&M University
  • Gary Thurgood, Texas A&M University

Abstract: We examine the effect of CEO narcissism on alliance activity and innovation. We argue that, contingent on CEO power, firms with narcissistic CEOs will engage in a larger number of alliances and that those alliances are likely to be with more unrelated firms compared to those of firms with less narcissistic CEOs. We also argue that narcissistic CEOs will inhibit the innovative performance of their firms because of their influence on the nature of those alliances. We contribute to the nascent research on “dark-side” CEO traits as well as research on alliances by identifying an additional outcome of CEO narcissism and by providing an alternative explanation for alliance activity that also accounts for variation in the ability of alliances to produce innovative outcomes.

Title: Hubris and Activist Hedge Fund


  • Albert Ahn, University of California, Irvine
  • Margarethe Wiersema, University of California, Irvine
  • Yu Zhang, China Europe International Business School

Abstract: The growing visibility and aggressive tactics by some activist hedge funds raises the question of what determines whether these activist campaigns are successful. Given the lack of significant governmental oversight of hedge funds and their incentive structure, we propose that hubris is likely to play a role in explaining their success. Specifically we investigate and find that hedge funds that exhibit more hubris based on prior campaigns and their aggressiveness towards the target firm are less likely to be successful in achieving their stated goals. Our paper contributes to understanding activist hedge funds by examining how hubris may impact their success or failure.

Title: Moral Identity and Earnings Reporting Quality: Evidence from Service Academy Graduates as Executives and Directors


  • Curtis Wesley, University of Houston
  • Gregory Martin, Indiana University
  • Matthew Wieland, Indiana University

Abstract: In this study we examine whether senior leaders’ prior ethical leadership training is associated with less earnings management. Using Aquino and Reed’s (2002) conception of moral identity as internalization and symbolization, we suggest internalization is an antecedent to symbolization whereby firm executives and directors that receive formative ethical leadership training (i.e. internalization) are less likely to manage earnings (i.e. symbolization). We find that firms with service academy graduates serving as executives and directors report earnings restatements more frequently yet each restatement is of a smaller magnitude, are timelier, and utilize less aggressive accounting than firms without service academy graduates as executives or directors. This suggests that individual ethical leadership training yields tangible positive organizational outcomes.

Title: Putting Back the Individual in the BTOF: Regulatory Focus and Firm Responses to Performance Cues


  • Kalin Kolev, Marquette University
  • Gerry McNamara, Michigan State University
  • Daniel Gamache, University of Georgia
  • Michael Mannor, University of Notre Dame

Abstract: In this study we focus on an often-overlooked but critical component of the Behavioral Theory of the Firm (BTOF) – the role of human agency. We integrate regulatory focus theory and the BTOF to develop theory and demonstrate the importance of individual differences in the BTOF. We theorize and empirically demonstrate that CEO regulatory focus moderates the relationship between attainment discrepancy and strategic change. In addition, we extend the BTOF by demonstrating that individual differences amongst executives influence the type of aspiration point most salient to the firm. We argue and find support for the idea that that CEO regulatory focus influences the degree to which firms attend to historical and/or social aspiration levels.

All Sessions in Track O...

Sun: 08:00 – 09:15
Session 40: Strategic Leadership and Governance Expanding: Shifts and New Directions in Research
Sun: 09:45 – 11:00
Session 283: Editor Panel: Publishing Strategic Leadership and Governance Research
Sun: 11:15 – 12:30
Session 38: Big Game Hunting: Accessing and Interacting with Senior Executives for Empirical Research
Sun: 16:15 – 17:30
Session 139: Do Top Managers Matter? Expanding the Focus and Knowledge
Session 147: What Could Strategic IT Governance look like in Smart Cities?
Sun: 17:45 – 00:00
Session 324: Strategic Leadership and Governance Business Meeting
Mon: 08:00 – 09:15
Session 140: New Perspectives on the Outside Director Selection Process
Mon: 11:15 – 12:30
Session 141: Politics as Usual? Political Ideology in the Excutive Suite and Boardroom
Session 220: Perspectives on CEO Compensation
Mon: 13:45 – 15:00
Session 142: Top Management Teams, Senior Executives and Corporate outcomes
Session 215: Personality and Values in Strategic Leadership
Mon: 16:45 – 18:00
Session 216: Blame and Stigma in Response to Poor Orgnizational Outcomes
Session 218: Consequences of Top Management Attitudes and Orientations for the Firm
Tue: 08:00 – 09:15
Session 217: Leadership and Governance in Family Firms
Session 309: Looking Good and Sounding Better: Impression Management by CEOs
Tue: 11:00 – 12:15
Session 145: Strategic Leadership and Corporate Strategy
Session 214: Director Attributes, Director Actions and Director Effectiveness
Tue: 14:15 – 15:30
Session 146: Gender and Diversity in Strategic Leadership and Governance
Tue: 15:45 – 17:00
Session 219: A Tough Crowd: Critical Examinations by Owners and Stakeholders
Tue: 17:30 – 18:45
Session 144: Board Structure: What Works Best?
Session 189: Antecedents and Consequences of CEO Incentives

Strategic Management Society