Ling Yan, Simsek Zeki, Lubatkin Michael H, Veiga John F
Department of Management, George Mason University, Fairfax, VA 22030, USA.
J Appl Psychol. 2008 Jul;93(4):923-34. doi: 10.1037/0021-9010.93.4.923.
Although theory suggests that CEOs who engage in transformational leadership should have a positive effect on firm performance, most empirical examinations using data drawn from larger firms have failed to find support for this linkage. Given that the organizational complexity associated with larger firms has been viewed as a central obstacle to establishing this important link, the authors examined the impact of CEO transformational leadership on firm performance in smaller, privately held firms. After first explaining why the less complex context of these firms provides a setting for transformational CEOs to play a more direct role in enhancing firm performance, they then further clarified the nature of this link by hypothesizing 3 contingencies that they argued are particularly salient: firm size, CEO founder status (founder or nonfounder), and CEO tenure. Results from a multisource survey of CEOs and their top management teams in 121 firms and 2 time-lagged measures of performance, 1 objective and 1 perceived, provided consistent support for these hypotheses.
尽管理论表明，采用变革型领导方式的首席执行官（CEO）应该对公司绩效产生积极影响，但大多数使用来自大公司数据的实证研究未能找到支持这种联系的证据。鉴于与大公司相关的组织复杂性被视为建立这一重要联系的核心障碍，作者们研究了CEO变革型领导对小型私人控股公司绩效的影响。在首先解释了为何这些公司相对不那么复杂的环境为变革型CEO在提升公司绩效方面发挥更直接的作用提供了背景之后，他们接着通过假设三个他们认为特别突出的意外情况，进一步阐明了这种联系的本质：公司规模、CEO创始人身份（创始人或非创始人）以及CEO任期。对121家公司的CEO及其高层管理团队进行的多源调查结果，以及两项绩效的时间滞后测量指标（一项客观指标和一项主观指标），为这些假设提供了一致的支持。
