NICHLSON, Nigel
Two views from the bridge : how CFOs and SME leaders perceive top team dynamics - 2000
The study compares the views of two kinds of UK business leaders of the top teams in which they play a role: 72 CFOs from the UK`s largest and most successful companies, and 44 CEOs of Britain`s most successful independent companies, all of which are small to medium-sized. Results suggest that the psychological diversity of these two groups` teams differs, as does their approach to decison-making. Results show that for both fropus, modes of decisio-making are highly issue dependent , and also that their self-rated effectiveness differs across domais. The large corporate entities of the CFO sample seem to have top team psychological dynamics which favour risk control at the expense of creativity, with a reverse pattern in the more entrepreneurial companies of the CEOs
Business Leaders
Top Teams
Alta Administração
CFOs
Team Dynamics
Two views from the bridge : how CFOs and SME leaders perceive top team dynamics - 2000
The study compares the views of two kinds of UK business leaders of the top teams in which they play a role: 72 CFOs from the UK`s largest and most successful companies, and 44 CEOs of Britain`s most successful independent companies, all of which are small to medium-sized. Results suggest that the psychological diversity of these two groups` teams differs, as does their approach to decison-making. Results show that for both fropus, modes of decisio-making are highly issue dependent , and also that their self-rated effectiveness differs across domais. The large corporate entities of the CFO sample seem to have top team psychological dynamics which favour risk control at the expense of creativity, with a reverse pattern in the more entrepreneurial companies of the CEOs
Business Leaders
Top Teams
Alta Administração
CFOs
Team Dynamics
