Accessibility navigation

The relationship between CEO personal power, CEO competencies, and company performance

Amedu, S. and Dulewicz, V. (2018) The relationship between CEO personal power, CEO competencies, and company performance. Journal of General Management, 43 (4). pp. 188-198. ISSN 1759-6106

Full text not archived in this repository.

It is advisable to refer to the publisher's version if you intend to cite from this work. See Guidance on citing.

To link to this item DOI: 10.1177/0306307018762699


This article examines the impact of chief executive officer (CEO) power (formal and informal) on company performance and investigates the relationship between the CEO’s power and the company’s financial performance: share price performance, return on assets (ROA), and Tobin’s Q. The research employed both primary and secondary data. A questionnaire collected data from 391 professionals (respondents) in the market and comprised two scales, one adapted from existing research on personal competencies of directors and the second on CEO personal power dimension and demographics. Seven hypotheses were tested. Seven were supported for share price performance, four for ROA and three for Tobin’s Q. The CEO’s is a key role in general management, probably the most important. This is the only study found in the extant literature, which investigates the links between CEO power, competencies, and company performance. It identifies some of the most important characteristics of the effective CEO.

Item Type:Article
Divisions:Henley Business School > Leadership, Organisations and Behaviour
ID Code:78173
Uncontrolled Keywords:Business, Management and Accounting (miscellaneous), Strategy and Management
Publisher:SAGE Publications

University Staff: Request a correction | Centaur Editors: Update this record

Page navigation