Showing papers by "David A. Waldman published in 2018"
TL;DR: In this article, the authors proposed a mediation model to explain the relationship between CEO humility and firm performance and found that when a more humble CEO leads a firm, its top management team is more likely to collaborate, share information, jointly make decisions, and possess a shared vision.
215 citations
31 citations
TL;DR: In this paper, a positive relationship exists between executive stakeholder values and work process change in organizations, and the congruence of CEO and top management team (TMT) members' stakeholder value is positively related to this type of organizational change.
Abstract: Stakeholder values are promoted as a guiding principle for executives, but researchers know very little about how the utilization of stakeholder values by executives actually impacts the firms they lead. In this study, we propose that a positive relationship exists between executive stakeholder values and work process change in organizations. We further hypothesize that the congruence of CEO and top management team (TMT) members’ stakeholder values is positively related to this type of organizational change. Results of the analysis confirm that CEO stakeholder values are related to changes in work processes, but not changes to the formal firm structure involving acquisitions or divestitures. Additionally, we find that congruence between CEO and TMT stakeholder values is associated with changes to work processes, and that these changes tend to occur more when CEO and TMT stakeholder values are aligned at higher levels, compared to lower levels of such values.
8 citations
05 Oct 2018
TL;DR: In this article, the authors explore how and why singular leaders and their leadership matter, and how they may influence follower, peer, and organizational outcomes, and present a theoretical model and propositions that allow us to clarify the influence of different forms of singular leadership within organizations.
Abstract: Serious questions have been raised regarding the necessity to continue focusing our research on what constitutes individual, or what the authors refer to as singular leadership. Although the authors consider these questions to be important to advancing the field of leadership theory, research, and practice, they also suggest that attempts to minimize the relevance of singular leadership may hinder progress in other domains of leadership research. In this chapter, the authors explore how and why singular leaders and their leadership matter, and how they may influence follower, peer, and organizational outcomes. The authors use a paradoxical framework to present a theoretical model and propositions that allow us to clarify the influence of different forms of singular leadership within organizations. In our examination of singular leadership, the authors consider both positive and harmful modes of attributes, cognitions, and behaviors.
1 citations