Assessing Senior Executives: The Impact of Context on their Roles

dc.contributor.authorJavidan, Mansour
dc.contributor.authorDastmalchian, Ali
dc.date.accessioned2009-07-04T15:15:53Z
dc.date.available2009-07-04T15:15:53Z
dc.date.copyright1993en
dc.date.issued1993
dc.description.abstractThis study assesses the leadership roles of senior executives/managers. It first offers an empirical construct of five roles for senior executives: mobilize; ambassador, driver, auditor; and servant. These roles reflect the perceptions of subordinate managers of the leadership roles of their superior senior executives. Second, it tests three hypotheses on the impact of the hierarchical level of the senior executives, the type of organization they manage (public vs. private), and the interaction between level and organizational type on senior executive roles. The data for this study were obtained from 1,687 senior to upper middle managers in three large Canadian organizations. The results showed that hierarchical level of the superior and the interaction between level and organizational type both had an impact on the roles of senior executives. The article discusses avenues for further research in senior management leadership roles.en
dc.identifier.citationJavidan, M., & & Dastmalchian, A. (1993). Assessing senior executives: The impact of context on their roles. Journal of Applied Behavioral Science, 29(3), 328-342. doi:10.1177/0021886393293004en
dc.identifier.urihttp://hdl.handle.net/1828/1445
dc.language.isoenen
dc.publisherSAGEen
dc.subjectsenior executivesen
dc.subjectleadership rolesen
dc.subjectmanagersen
dc.subjecthierarchical levelen
dc.subjectorganizational typeen
dc.subjectpublicen
dc.subjectprivateen
dc.subject.departmentPeter B. Gustavson School of Business
dc.titleAssessing Senior Executives: The Impact of Context on their Rolesen
dc.typeArticleen

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