Lords of Different Kinds: The Contrastive Effects of CEO Narcissism and Hubris on TMT Structure

David Weng; Yi Tang

doi:10.5465/AMBPP.2018.12743abstract

Lords of Different Kinds: The Contrastive Effects of CEO Narcissism and Hubris on TMT Structure

David Weng, Yi Tang

Research output: Chapter in book/report/conference proceeding › Conference proceeding › peer-review

Abstract

While there is a growing interest in understanding CEO narcissism and hubris, few studies specifically examine whether the two constructs have similar or different impacts. In this study, we contend that CEO narcissism and hubris have contrastive impacts on top management team (TMT) structure. Specifically, we propose that narcissistic CEOs tend to hire more TMT members, create more functions, and develop more diverse titles for these colleagues. In contrast, hubristic CEOs prefer to have fewer TMT members, design fewer functions, and the number of titles of their colleagues are less diverse. Analyzing a sample of CEOs in the U.S. computer industry, we find support to these arguments. The findings suggest the CEO narcissism and hubris have contrastive effects on TMT structure.

Original language	English
Title of host publication	Academy of Management Proceedings 2018
Editors	Sonia Taneja
Publisher	Academy of Management
DOIs	https://doi.org/10.5465/AMBPP.2018.12743abstract
Publication status	Published - 1 Aug 2018
Event	78th Annual Meeting of the Academy of Management, AOM 2018: Improving Lives - Chicago, United States Duration: 10 Aug 2018 → 14 Aug 2018 https://aom.org/events/annual-meeting/past-annual-meetings/2018-improving-lives (Conference website) https://journals.aom.org/toc/amproc/2018/1 (Conference proceedings)

Publication series

Name	Academy of Management Proceedings
Publisher	Academy of Management
ISSN (Print)	0065-0668
ISSN (Electronic)	2151-6561

Conference

Conference	78th Annual Meeting of the Academy of Management, AOM 2018
Country/Territory	United States
City	Chicago
Period	10/08/18 → 14/08/18
Internet address	https://aom.org/events/annual-meeting/past-annual-meetings/2018-improving-lives (Conference website) https://journals.aom.org/toc/amproc/2018/1 (Conference proceedings)

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10.5465/AMBPP.2018.12743abstract

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title = "Lords of Different Kinds: The Contrastive Effects of CEO Narcissism and Hubris on TMT Structure",

abstract = "While there is a growing interest in understanding CEO narcissism and hubris, few studies specifically examine whether the two constructs have similar or different impacts. In this study, we contend that CEO narcissism and hubris have contrastive impacts on top management team (TMT) structure. Specifically, we propose that narcissistic CEOs tend to hire more TMT members, create more functions, and develop more diverse titles for these colleagues. In contrast, hubristic CEOs prefer to have fewer TMT members, design fewer functions, and the number of titles of their colleagues are less diverse. Analyzing a sample of CEOs in the U.S. computer industry, we find support to these arguments. The findings suggest the CEO narcissism and hubris have contrastive effects on TMT structure.",

author = "David Weng and Yi Tang",

note = "Publisher copyright: Copyright of Academy of Management Proceedings is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. The Academy of Management does not maintain the full text version of papers presented at the Academy's meetings. Please contact the author(s) directly to obtain access to the full text content.; 78th Annual Meeting of the Academy of Management, AOM 2018 : Improving Lives ; Conference date: 10-08-2018 Through 14-08-2018",

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month = aug,

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doi = "10.5465/AMBPP.2018.12743abstract",

language = "English",

series = "Academy of Management Proceedings",

publisher = "Academy of Management",

editor = "Sonia Taneja",

booktitle = "Academy of Management Proceedings 2018",

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Weng, D & Tang, Y 2018, Lords of Different Kinds: The Contrastive Effects of CEO Narcissism and Hubris on TMT Structure. in S Taneja (ed.), Academy of Management Proceedings 2018. Academy of Management Proceedings, Academy of Management, 78th Annual Meeting of the Academy of Management, AOM 2018, Chicago, United States, 10/08/18. https://doi.org/10.5465/AMBPP.2018.12743abstract

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T2 - 78th Annual Meeting of the Academy of Management, AOM 2018

AU - Weng, David

AU - Tang, Yi

N1 - Publisher copyright: Copyright of Academy of Management Proceedings is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. The Academy of Management does not maintain the full text version of papers presented at the Academy's meetings. Please contact the author(s) directly to obtain access to the full text content.

PY - 2018/8/1

Y1 - 2018/8/1

N2 - While there is a growing interest in understanding CEO narcissism and hubris, few studies specifically examine whether the two constructs have similar or different impacts. In this study, we contend that CEO narcissism and hubris have contrastive impacts on top management team (TMT) structure. Specifically, we propose that narcissistic CEOs tend to hire more TMT members, create more functions, and develop more diverse titles for these colleagues. In contrast, hubristic CEOs prefer to have fewer TMT members, design fewer functions, and the number of titles of their colleagues are less diverse. Analyzing a sample of CEOs in the U.S. computer industry, we find support to these arguments. The findings suggest the CEO narcissism and hubris have contrastive effects on TMT structure.

AB - While there is a growing interest in understanding CEO narcissism and hubris, few studies specifically examine whether the two constructs have similar or different impacts. In this study, we contend that CEO narcissism and hubris have contrastive impacts on top management team (TMT) structure. Specifically, we propose that narcissistic CEOs tend to hire more TMT members, create more functions, and develop more diverse titles for these colleagues. In contrast, hubristic CEOs prefer to have fewer TMT members, design fewer functions, and the number of titles of their colleagues are less diverse. Analyzing a sample of CEOs in the U.S. computer industry, we find support to these arguments. The findings suggest the CEO narcissism and hubris have contrastive effects on TMT structure.

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Y2 - 10 August 2018 through 14 August 2018

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Lords of Different Kinds: The Contrastive Effects of CEO Narcissism and Hubris on TMT Structure

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