Thesis (Ph. D.)--University of Maryland, 1992. / Includes bibliographical references (leaves 180-193).

CEO dismissal is one of the most theoretically interesting topics in strategic management. Previous studies have noted that the extent of control over CEOs exercised by outside directors and senior executives plays an important role in affecting the relationships between relevant organizational characteristics (i.e., organizational performance, CEO-board personal ties, and CEO-senior executive dissimilarity) and the likelihood of CEO dismissal. Drawing on an institutional perspective, this study proposes that national institutions concerning investor protection, individualism, and power distance shape how outside directors and senior executives exercise control over CEOs. As such these national institutions would moderate the relationships between the relevant organizational characteristics and the likelihood of CEO dismissal. To test the hypotheses derived from the above assertions, the present study deploys the data from a sample of 1733 public companies across 20 countries from year 2005 to 2009. The empirical evidence confirms the moderating role of national institutions in CEO dismissal. / Li, Weiwen. / Adviser: Yuan Lu. / Source: Dissertation Abstracts International, Volume: 73-04, Section: A, page: . / Thesis (Ph.D.)--Chinese University of Hong Kong, 2011. / Includes bibliographical references (leaves 143-155). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [201-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest dissertations and theses, [201-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest Information and Learning Company, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstract also in Chinese.

Thesis (Honors)--University of South Florida, 2009. / "6 March 2009." Includes bibliographical references (p. 23).

Thesis (Ph. D.)--Hong Kong University of Science and Technology, 2003. / Includes bibliographical references. Also available in electronic version. Access restricted to campus users.

Leadership research has generally overlooked the qualities of successful CEOs, instead focusing on other levels of management. This study sought to identify the personal qualities that made CEOs successful. A literature review identified that there were five qualities associated with success including philosophies about life, self and others, characteristics, leadership style, areas for improvement and lessons taken from experience. A Model of CEO Success is proposed based on these qualities and the relationship between them. / Successful CEOs and their key direct reports completed a questionnaire and participated in interviews to arrive at the conclusions drawn. Results indicated that successful CEOs demonstrated three philosophies and characteristics most associated with success: humanistic approach, achievement and proactive thinking. They demonstrated a varied leadership style but mainly humanistic, empowering, achievement oriented, participative and directive approaches. Areas for improvement were mainly related to the over use or under use of philosophies and characteristics associated with success including a need to empower, coach and involve more often; be more patient; more learning and self-awareness; manage performance more effectively; confront more; be firmer with others and balance. Lessons learnt from experience led to the acquisition and development of philosophies and characteristics most associated with success. The philosophies and characteristics most associated with CEO success share properties with other psychological constructs including positive core self-evaluations and the proactive personality. There was a high level of agreement between CEOs and direct reports which supported the connection between managerial self-awareness and CEO success. / Future research could determine the manner in which the qualities interact to create success and whether development of the area for improvement enhance success or not. / The results have practical implications for CEO recruitment, development and coaching and contribute to the understanding of CEO success by detailing qualities associated with success. / Thesis (PhD)--University of South Australia, 2005.

Thesis (Ph. D.)--New York University, 2001. / Includes bibliographical references (leaves 44-48).

Thesis (Ph. D.)--Ohio State University, 2006. / Title from first page of PDF file. Includes bibliographical references (p. 92-106).

Thesis (Ph. D.)--University of Oregon, 2002. / Typescript. Includes vita and abstract. Includes bibliographical references (leaves 75-77). Also available for download via the World Wide Web; free to University of Oregon users.

Not available / text

Thesis (Ph.D.)--University of Texas at Dallas, 2008. / Includes vita. Includes bibliographical references.