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Managing strategic change: The duality of CEO personality
Author(s) -
Herrmann Pol,
Nadkarni Sucheta
Publication year - 2014
Publication title -
strategic management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 11.035
H-Index - 286
eISSN - 1097-0266
pISSN - 0143-2095
DOI - 10.1002/smj.2156
Subject(s) - conscientiousness , openness to experience , agreeableness , big five personality traits , personality , extraversion and introversion , strategic leadership , psychology , facet (psychology) , business , social psychology , strategic planning , marketing
Using the five factor model ( FFM ) of personality, we delineate two distinct roles of CEO personality in managing strategic change: initiating strategic change and determining the performance effects of strategic change implementation. Based on data from 120 small‐ and medium‐sized enterprises ( SMEs ) in Ecuador, we found that some FFM traits of CEOs influenced initiation only (extraversion and openness), others similarly influenced initiation and performance effects of implementation (emotional stability and agreeableness), and still others had opposing effects on initiation and effective implementation (conscientiousness). These results point to a dual role of CEO FFM of personality in managing strategic change, and they indicate the differences in CEO FFM traits needed to initiate strategic change and those needed to improve the performance effects of strategic change implementation . Copyright © 2013 John Wiley & Sons, Ltd.