Task-Enabling CEOs: Implications for an Effective Implementation of New Technology

Liat Haber, Abraham Carmeli*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

Abstract

This article addresses the question of the conditions under which chief executive officer (CEO) leadership may enhance the effectiveness of new technological implementation (NTI) and the mechanisms by which they may do so. Using a structured questionnaire collected from multiple source informants in 89 small- and medium-sized firms (89 CEOs, 65 implementation managers, and 305 employees), we consider a specific leadership style, labeled task-enabling leadership, and examine how task-enabling CEOs can facilitate the NTI process. The findings of multilevel structural equation modeling analysis indicate that CEO task-enabling leadership creates socio-psychological conditions of safety and availability which in turn enhance NTI effectiveness, and that this indirect effect of task-enabling leadership on NTI effectiveness, via socio-psychological conditions, is significant when the implemented technology is radical.

Original languageEnglish
Pages (from-to)2723-2737
Number of pages15
JournalIEEE Transactions on Engineering Management
Volume69
Issue number6
DOIs
StatePublished - 1 Dec 2022

Funding

FundersFunder number
Coller Venture
Raya Strauss Family Business Research Center
TheHenry Crown Institute of Business Research in Israel
Tel Aviv University

    Keywords

    • New technological implementation
    • psychological availability
    • psychological safety
    • relational job-design
    • relational leadership
    • task-enabling
    • technology radicalness

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