Publicação
Implications of tone at the top and leadership: the effect of authenticity on market value for tough and tender cultures
| Resumo: | This thesis integrates research fields of tone at the top and leadership to investigate how CEOs can positively influence their organizations’ market value. It determines authenticity scores for CEOs’ tone at the top based on their letters to shareholders which indicate the practice of authentic leadership, a transformational leadership style with a strong moral compass. As leadership effectiveness is culturally contingent and there is a value match between authentic leaders and more tender cultures, the model includes Hofstede’s Masculinity dimension as a moderator. However, the analysis of longitudinal data from 146 organizations does not find any significant relationship between authentic leadership, Masculinity scores, and market value. Only CEO attributes and organizational or contextual indicators included as control variables significantly explain the observed variance. The results show that the role of organizational leaders in determining their organization’s success may be inflated by overly heroic depictions of leadership and encourage researchers to try linking tone at the top to culture and leadership theories in different ways. |
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| Autores principais: | Buechsenschuetz, Tobias C. |
| Assunto: | Tone at the top Authentic leadership Market value Tobin’s q Culture Masculinity |
| Ano: | 2018 |
| País: | Portugal |
| Tipo de documento: | dissertação de mestrado |
| Tipo de acesso: | acesso aberto |
| Instituição associada: | Universidade Nova de Lisboa |
| Idioma: | inglês |
| Origem: | Repositório Institucional da UNL |
| Resumo: | This thesis integrates research fields of tone at the top and leadership to investigate how CEOs can positively influence their organizations’ market value. It determines authenticity scores for CEOs’ tone at the top based on their letters to shareholders which indicate the practice of authentic leadership, a transformational leadership style with a strong moral compass. As leadership effectiveness is culturally contingent and there is a value match between authentic leaders and more tender cultures, the model includes Hofstede’s Masculinity dimension as a moderator. However, the analysis of longitudinal data from 146 organizations does not find any significant relationship between authentic leadership, Masculinity scores, and market value. Only CEO attributes and organizational or contextual indicators included as control variables significantly explain the observed variance. The results show that the role of organizational leaders in determining their organization’s success may be inflated by overly heroic depictions of leadership and encourage researchers to try linking tone at the top to culture and leadership theories in different ways. |
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