ArticleFrontiers in psychology2021
How CEO Workaholism Influences Firm Performance: The Roles of Collective Organizational Engagement and TMT Power Distance.
Article in Frontiers in psychology, 2021. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 3 papers.
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Who cites it
3 citing papers in PubMed, 14 citations in OpenAlex.
- How Workaholic Leadership Affects Employee Self-Presentation: The Role of Workplace Anxiety and Segmentation Supplies.Frontiers in psychology · 2022Article
- Executives' ESG cognition and enterprise green innovation: Evidence based on executives' personal microblogs.Frontiers in psychology · 2022Article
- Effects of Top Management Team Characteristics on Patent Strategic Change and Firm Performance.Frontiers in psychology · 2021Article
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Authors and funding
3 authors at 2 institutions in 1 country.
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Abstract
Based on upper echelons theory, the current study examines how and under what conditions CEO workaholism influences firm performance. Specifically, we propose that CEO workaholism is positively related to collective organizational engagement, which has a subsequent positive effect on firm performance. Top management team (TMT) power distance would moderate the relationship between CEO workaholism and collective organizational engagement in such a way that workaholic CEOs are more likely to stimulate collective organizational engagement when TMTs have a high level of power distance. Findings based on multi-source, multi-wave data from a sample of 122 CEOs in state-owned enterprises and their corresponding TMT members supported the hypotheses. This study is an initial attempt to empirically examine the effects of leader workaholism at the firm level, which answers the call for more research into the intersection of workaholism and leadership and carries implications for organizational management practices.
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