Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/307518 
Year of Publication: 
2021
Citation: 
[Journal:] Journal of Organization Design [ISSN:] 2245-408X [Volume:] 10 [Issue:] 1 [Year:] 2021 [Pages:] 19-34
Publisher: 
Springer, Cham
Abstract: 
We explore the effects of chief executive officers' (CEOs') personal dominance - an idiosyncratic character trait strongly associated with a desire for influence and control - on two fundamental organizational design decisions: the CEO's span of control (1) and her delegation of responsibilities as reflected in the appointment of a chief operating officer (COO) (2). Linking three original measures of CEO dominance based on quarterly earnings calls with manually collected data on span of control and COO positions for a sample of CEOs presiding over large US corporations, we demonstrate that CEOs who are high in dominance have a significantly larger personal span of control and delegate fewer decision rights than less-dominant CEOs. We discuss implications of our findings and future questions from an organizational design perspective.
Subjects: 
Organizational design
Chief executive officers
Personality traits
Dominance
Span of control
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article

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