Star Performers Turned Managers and Organizational Outcomes

Research output: Chapter in book/report/conference proceedingConference proceedingpeer-review


Using a comprehensive and unique dataset on managers in a professional sport league for the period from 1991 to 2015, this paper investigates the relationship between star performer turned managers and their organizational outcome. Main results show that the existence of a star performer turned manager in an organization is associated with a five percent increase in winning percentage, even when controlling for managerial ability, other managerial experiences, competitors’ attributes, suggesting that star performer turned managers are better managers than other managers who were not a star performer when they were employees. Drawing upon social comparison and self-enhancement arguments, the findings suggest that inspirational role-models effects are one source of their superiority as a manger and the effects on organizational performance is contingent upon the need for self- enhancement, visible, relevance and attainability of the effects. The results are consistent across robustness checks that control for potential selection issues and other endogeneity concerns.
Original languageEnglish
Title of host publicationAnnual Meeting Proceedings
Subtitle of host publicationAtlanta 2017
EditorsSonia Taneja
ISBN (Electronic)2151-6561
Publication statusPublished - 1 Aug 2017

Publication series

NameAcademy of Management Annual Meeting Proceedings
PublisherAcademy of Management
ISSN (Print)0065-0668

User-Defined Keywords

  • inspirational role model effects
  • social comparison theory
  • star performer turned manager


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