Sharing Strategic Decisions: CEO Humility, TMT Decentralization, and Ethical Culture

Sebastian Cortes-Mejia; Andres Felipe Cortes; Pol Herrmann

doi:10.1007/s10551-021-04766-8

Sharing Strategic Decisions: CEO Humility, TMT Decentralization, and Ethical Culture

Sebastian Cortes-Mejia, Andres Felipe Cortes, Pol Herrmann

Department of Business

Research output: Contribution to journal › Article

23 Scopus citations

Abstract

Humility is increasingly recognized as an essential attribute for individuals at top management levels to build successful organizations. However, research on CEO humility has focused on how humble chief executive officers (CEOs) shape collective perceptions through their interactions and behaviors with other organizational members while overlooking CEOs’ critical role in making strategic decisions. We address this unexplored aspect of CEO humility by proposing that humble CEOs influence decision-making decentralization at the top management team (TMT) and subsequently promote an organizational ethical culture. Using a sample of CEOs and TMT members from 120 small- and medium-sized enterprises, we find strong support for our hypotheses. We discuss important implications for research on CEO humility and strategic leadership.

Original language	Undefined/Unknown
Pages (from-to)	241–260
Journal	Journal of Business Ethics
DOIs	https://doi.org/10.1007/s10551-021-04766-8
State	Published - Jun 2022

Keywords

CEO humility
Top management team (TMT)
Decentralization
Ethical culture
Upper echelons

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10.1007/s10551-021-04766-8

Cite this

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abstract = "Humility is increasingly recognized as an essential attribute for individuals at top management levels to build successful organizations. However, research on CEO humility has focused on how humble chief executive officers (CEOs) shape collective perceptions through their interactions and behaviors with other organizational members while overlooking CEOs{\textquoteright} critical role in making strategic decisions. We address this unexplored aspect of CEO humility by proposing that humble CEOs influence decision-making decentralization at the top management team (TMT) and subsequently promote an organizational ethical culture. Using a sample of CEOs and TMT members from 120 small- and medium-sized enterprises, we find strong support for our hypotheses. We discuss important implications for research on CEO humility and strategic leadership.",

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KW - CEO humility

KW - Top management team (TMT)

KW - Decentralization

KW - Ethical culture

KW - Upper echelons

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JO - Journal of Business Ethics

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ER -

Sharing Strategic Decisions: CEO Humility, TMT Decentralization, and Ethical Culture

Abstract

Keywords

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