Opening the Black Box [electronic resource] : The Role of Personality and Anger in Executives’ Decision Making and Leadership /
Sputtek, Rebekka.author.
Rebekka Sputtek sheds light upon the question of how the personality and emotional traits of executives influence their decision making and leadership behavior. While recent strategic management research has started to recognize the relevance of an executive's personality traits as antecedents of organizational outcomes, this stream has called for a more fine-grained clarification of the psychological processes underlying executive decision making. In order to contribute to the understanding of these processes, a holistic model integrating the role of an expedient set of personality variables and anger in executive’s decision making comprehensiveness as well as authenticity of transformational leadership is developed.
Description based upon print version of record.
Table of Contents; List of Figures; List of Tables; List of Abbreviations; 1. Introduction; 1.1 Background; 1.1.1 Strategic Decision Making; 1.1.2 Leadership; 1.1.3 Personality of Executives; 1.1.4 Emotions; 1.1.5 Environmental Dynamism; 1.2 Research Questions; 1.3 Contributions; 1.4 Outline; 2. Narcissism, Core Self Evaluation and Sensitivity toCriticism on the Executive Level - How do Executive'sPersonalities and Anger Influence their Decision Makingand Leadership Behavior?; 2.1 Introduction; 2.2 Background; 2.2.1 Research on Personality and Decision Making Behavior
2.2.2 Research on Personality and Leadership Behavior2.3 Theory Development; 2.3.1 The Need for an Executive Personality Profile; 2.3.2 Conceptual Framework; 2.4 Discussion; 2.4.1 The Challenges of Future Research and Limitations; 2.4.2 Contributions; 2.4.3 Conclusion; 3. Anger on the Executive Suite - Towards a Theory LinkingCore Self Evaluation and Hypersensitive Narcissism toIndividual Decision Making Comprehensivenessconsidering the Role of Environmental Dynamism; 3.1 Introduction; 3.2 Background; 3.2.1 Individual Decision Making Comprehensiveness; 3.2.2 Dual Processing Theory
3.2.3 Personality of Executives3.2.4 Anger; 3.2.5 Environmental Dynamism; 3.3 Theory Development and Propositions; 3.3.1 Core Self Evaluation and Hypersensitive Narcissism; 3.3.2 Core Self Evaluation and Individual Decision Making Comprehensiveness; 3.3.3 Hypersensitive Narcissism and Individual Decision Making Comprehensiveness; 3.3.4 Core Self Evaluation and Anger; 3.3.5 Hypersensitive Narcissism and Anger; 3.3.6 Anger and Individual Decision Making Comprehensiveness; 3.3.7 Mediating Proposition Core Self Evaluation - Anger - Individual DecisionMaking Comprehensiveness
3.3.8 Mediating Proposition Hypersensitive Narcissism - Anger - IndividualDecision Making Comprehensiveness3.3.9 The Role of Environmental Dynamism; 3.4 Discussion; 3.4.1 Contributions; 3.4.2 Limitations and Conclusion; 4. The mediating Role of Anger in the Relationship betweenExecutive's Core Self Evaluation and their IndividualDecision Making Comprehensiveness: Empirical Evidence; 4.1 Introduction; 4.2 Background; 4.2.1 Individual Decision Making Comprehensiveness; 4.2.2 Core Self Evaluation; 4.2.3 Anger; 4.3 Theory Development and Hypotheses
4.3.1 Core Self Evaluation and Individual Decision Making Comprehensiveness4.3.2 Core Self Evaluation and Anger; 4.3.3 Anger and Individual Decision Making Comprehensiveness; 4.3.4 Mediating Proposition Core Self Evaluation - Anger - Individual DecisionMaking Comprehensiveness; 4.4 Methods; 4.4.1 Setting; 4.4.2 Sample and Data Collection; 4.4.3 Measures; 4.4.4 Analyses and Results; 4.5 Discussion; 4.5.1 Contributions; 4.5.2 Limitations and Conclusion; 5. Overall Discussion and Conclusion; 5.1 Summary of Findings; 5.1.1 Personality and Emotions of Executives in Decision Making and Leadership
5.1.2 The Role of Environmental Dynamism
Thesis (PhD.)-- Unviersity of St. Gallen, 2011.
Includes bibliographical references.
Rebekka Sputtek sheds light upon the question of how the personality and emotional traits of executives influence their decision making and leadership behavior. While recent strategic management research has started to recognize the relevance of an executive's personality traits as antecedents of organizational outcomes, this stream has called for a more fine-grained clarification of the psychological processes underlying executive decision making. In order to contribute to the understanding of these processes, a holistic model integrating the role of an expedient set of personality variables and anger in executive’s decision making comprehensiveness as well as authenticity of transformational leadership is developed.
Leadership.
Business Strategy/Leadership.