Open AccessA Model Relating CEO Social Intelligence and Strategic Engagement: A Study In Small Business Organizations
Author(s) -
M. Afzalur Rahim,
James E. Katz,
Shane Spiller
Publication year - 1970
Publication title -
journal of business strategies
Language(s) - English
Resource type - Journals
eISSN - 2162-6901
pISSN - 0887-2058
DOI - 10.54155/jbs.36.2.28-48
Subject(s) - microfoundations , lisrel , business , knowledge management , competitive intelligence , process (computing) , public relations , marketing , psychology , structural equation modeling , political science , computer science , economics , machine learning , macroeconomics , operating system
Answering the call for additional investigation into microfoundations recentlyraised by organizational theorists and researchers, this study empirically investigatesthe relationship between social intelligence (SI) and strategic engagement (SE)among U.S. small business chief executive officers (CEOs). SI is being aware ofkey social contexts, effectively addressing challenges occurring in those contexts,understanding the concerns of others and their related personal situations/emotionalstates, and building/maintaining positive relationships in social situations therebybehaving appropriately. SE refers to actively participating in the process offormulation, implementation, and review of strategies for the purpose of improvingthe competitive position of the organization. Opinions of observers (top managers)regarding their respective CEOs’ SI and SE were assessed with questionnairesto explore the relationship between SI and SE. Data analysis using LISREL 9.2suggests that social intelligence is positively associated with strategic engagementbehaviors among successful top executives. Implications for the selection of newCEOs and the training of existing CEOs are offered.