Open Access. Powered by Scholars. Published by Universities.®
Articles 1 - 3 of 3
Full-Text Articles in Business
The Informational Role Of Overconfident Ceos, Chi Shen Wei, Lei Zhang
The Informational Role Of Overconfident Ceos, Chi Shen Wei, Lei Zhang
Research Collection Lee Kong Chian School Of Business
We study how overconfident CEOs communicate with the market and whether this has implications on the firm’s information environment. Textual analysis reveals that overconfident CEOs communicate using less negative tone in their 10K/Q filings. Our evidence suggests that overconfident CEOs provide market participants with more value-relevant information as sell-side analysts make more accurate forecasts of their firm’s future earnings. Consistent with a reduction in asymmetric information, implied cost of equity capital is lower. However, not all investors benefit as the information advantage of short sellers disappears in the stocks of overconfident CEOs.
Can Being Overconfident Make You A Better Leader?, Kenny Phua, T. Mandy Tham, Chi Shen Wei
Can Being Overconfident Make You A Better Leader?, Kenny Phua, T. Mandy Tham, Chi Shen Wei
Research Collection Lee Kong Chian School Of Business
When Apple CEO Steve Jobs approached AT&T about partnering on a new kind of mobile phone — a touchscreen computer that would fit in your pocket — Apple had no expertise in the mobile market. Yet AT&T executives quickly came to believe so strongly in Job’s vision that they skipped internal process protocols to land the deal. Randall Stephenson, then CEO of AT&T, famously said, “I told people you weren’t betting on a device. You were betting on Steve Jobs.” Apple went on to secure massive commitments from AT&T’s suppliers, who spent hundreds of millions to build factories for iPhone-specific …
Contextual Leadership: A Systematic Review Of How Contextual Factors Shape Leadership And Its Outcomes, Burak Oc
Research Collection Lee Kong Chian School Of Business
With roots dating back to Fiedler’s (1978) contingency model, contextual leadership has been one of the most trending topics in leadership research over the last decade. However, although roughly 500 studies have examined the impact of context on leadership and its outcomes, there is neither a systematic approach to nor agreement regarding what constitutes the context for leadership. This is surprising, considering the central role that context plays in leadership: Leadership does not occur in a vacuum, but rather exists in a context where leaders function. This review article uses Johns’s (2006) categorical framework to fully portray the leadership context …