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dc.contributor.authorKoskinen, Satu
dc.contributor.authorLämsä, Anna-Maija
dc.date.accessioned2016-10-24T06:46:33Z
dc.date.available2016-10-24T06:46:33Z
dc.date.issued2016
dc.identifier.citationKoskinen, S., & Lämsä, A.-M. (2016). The CEO-Chair relationship from a relational leadership perspective. <i>Leadership and Organization Development Journal</i>, <i>37</i>(8), 1135-1146. <a href="https://doi.org/10.1108/LODJ-07-2015-0158" target="_blank">https://doi.org/10.1108/LODJ-07-2015-0158</a>
dc.identifier.otherCONVID_26276206
dc.identifier.otherTUTKAID_71506
dc.identifier.urihttps://jyx.jyu.fi/handle/123456789/51664
dc.description.abstractPurpose The purpose of this paper is to conceptualise how the chief executive officer (CEO) and chairperson of the board (Chair) construct their relationship through their leadership practices, and to analyse the meaning of these practices to the relationship. An empirical investigation from both partners’ viewpoint is conducted. Design/methodology/approach The data were gathered through in-depth interviews with 16 CEOs and 16 chairpersons from the same companies. Content analysis was used to analyse the data. Findings Four types of leadership practices in the CEO-Chair relationship were conceptualised: emergent practices on company- and person-related issues, and scheduled practices on company- and person-related issues. For the effectiveness of the relationship, emergent practices on company-related issues seem to be most important. Research limitations/implications The basing of the analysis on interviewees’ descriptions rather than on the observation of leadership practices in action can be considered a limitation. Practical implications Knowledge of leadership practices in the CEO-Chair relationship and their meaning to the relationship can be utilised in leadership training. Originality/value This research contributes to the relational leadership literature by highlighting a specific leadership relationship, the CEO-Chair relationship, from both partners’ viewpoint. Additionally, the value of the study is that it shows that the CEO-Chair relationship is more multifaceted than traditionally assumed in prior literature.
dc.language.isoeng
dc.publisherEmerald Group Publishing Limited
dc.relation.ispartofseriesLeadership and Organization Development Journal
dc.subject.otherleadership practices
dc.subject.otherchairperson of the Board (Chair)
dc.subject.otherchief executive officer
dc.subject.otherCEO
dc.subject.otherrelational leadership
dc.titleThe CEO-Chair relationship from a relational leadership perspective
dc.typearticle
dc.identifier.urnURN:NBN:fi:jyu-201610204395
dc.contributor.laitosKauppakorkeakoulufi
dc.contributor.laitosSchool of Business and Economicsen
dc.contributor.oppiaineBasic or discovery scholarshipfi
dc.contributor.oppiaineJohtaminenfi
dc.contributor.oppiaineBasic or discovery scholarshipen
dc.contributor.oppiaineManagement and Leadershipen
dc.type.urihttp://purl.org/eprint/type/JournalArticle
dc.date.updated2016-10-20T09:15:03Z
dc.type.coarhttp://purl.org/coar/resource_type/c_2df8fbb1
dc.description.reviewstatuspeerReviewed
dc.format.pagerange1135-1146
dc.relation.issn0143-7739
dc.relation.numberinseries8
dc.relation.volume37
dc.type.versionacceptedVersion
dc.rights.copyright© Emerald Group Publishing Limited. This is a final draft version of an article whose final and definitive form has been published by Emerald. Published in this repository with the kind permission of the publisher.
dc.rights.accesslevelopenAccessfi
dc.subject.ysokvalitatiivinen tutkimus
jyx.subject.urihttp://www.yso.fi/onto/yso/p11782
dc.relation.doi10.1108/LODJ-07-2015-0158
dc.type.okmA1


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