Two views from the bridge : how CFOs and SME leaders perceive top team dynamics
By: NICHLSON, Nigel.
Contributor(s): CANNON, David.
Material type: ArticlePublisher: 2000Subject(s): Business Leaders | Top Teams | Alta Administração | CFOs | Team DynamicsEuropean Management Journal 18, 4, p. 367-376Abstract: 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 CEOsItem type | Current location | Collection | Call number | Status | Date due | Barcode |
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Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
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
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