How CEO empowering leadership shapes top management team processes: Implications for firm performance

Abraham Carmeli, John Schaubroeck, Asher Tishler

Research output: Contribution to journalArticlepeer-review

Abstract

This study examines how CEO empowering leadership shapes top management team (TMT) behavioral integration and potency, thereby enhancing firm performance. Using a sample of 82 TMTs, structural equation modeling supports a mediation model in which CEO empowering leadership is positively related to TMT behavioral integration, and, in turn, it enhances TMT potency and firm performance. The effect of TMT potency on firm performance is stronger when the TMT members perceive high environmental uncertainty. We discuss both theoretical and practical implications of the paper for research on Upper Echelons Theory and TMTs.

Original languageEnglish
Pages (from-to)399-411
Number of pages13
JournalLeadership Quarterly
Volume22
Issue number2
DOIs
StatePublished - Apr 2011

Keywords

  • Behavioral integration
  • CEO empowering leadership
  • Firm performance
  • Potency
  • Top management teams

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