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University of South Carolina

Series

2016

Articles 1 - 5 of 5

Full-Text Articles in Business

Ceo Narcissism, Ceo Humility, And C-Suite Dynamics Results Of The 2016 Hr@Moore Survey Of Chief Hr Officers, Patrick M. Wright, Ormonde Cragun, Anthony J. Nyberg, Donald J. Schepker, Michael D. Ulrich Jan 2016

Ceo Narcissism, Ceo Humility, And C-Suite Dynamics Results Of The 2016 Hr@Moore Survey Of Chief Hr Officers, Patrick M. Wright, Ormonde Cragun, Anthony J. Nyberg, Donald J. Schepker, Michael D. Ulrich

Reports

The 2016 HR@Moore Survey of Chief HR Officers explored the CEO’s leadership style, particularly in terms of narcissism and humility, and some aspects of C-suite dynamics. The results showed that while some CEOs can be described as narcissists, the vast majority fail to fit this negative stereotype, and in fact, most would be described as relatively humble. CEOs have relatively positive perceptions of the board, but have some concerns with the extent to which the board may get involved in more operational decisions, thus, overstepping their boundaries. Executive leadership teams were described in terms of Agreement, Camaraderie, and Trust. They …

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Current Practices In Ceo Succession: Results Of The 2016 Hr@Moore Survey Of Chief Hr Officers, Patrick M. Wright, Anthony J. Nyberg, Donald J. Schepker, Ormonde Cragun, Michael D. Ulrich Jan 2016

Current Practices In Ceo Succession: Results Of The 2016 Hr@Moore Survey Of Chief Hr Officers, Patrick M. Wright, Anthony J. Nyberg, Donald J. Schepker, Ormonde Cragun, Michael D. Ulrich

Reports

The 2016 HR@Moore Survey focused on CEO succession practices firms currently implement to maximize the likelihood of success in the choice of the next CEO. The report asks questions regarding non-public data. Here, we aggregate the results to describe current practices of CEO succession across organizations. The results suggest that both CEOs and boards are heavily involved in CEO succession. They also show a large number of firms are not prepared for an unexpected CEO departure, having no successor candidates fully prepared for such an event, and would instead be forced to settle for “readyenough” candidates. And while the diversity …

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Ceo Succession Success: A Board Perspective, Patrick M. Wright, Donald J. Schepker, Anthony J. Nyberg, Michael D. Ulrich Jan 2016

Ceo Succession Success: A Board Perspective, Patrick M. Wright, Donald J. Schepker, Anthony J. Nyberg, Michael D. Ulrich

Reports

In order to examine how boards define “success” in CEO succession, we interviewed 22 members of Fortune 200 boards (as well as some smaller boards), who sat on over 100 combined boards, about their experiences with CEO succession as board members. Of the CEO successions of which they had been a part, we found that unplanned successions were more likely to fail than planned ones, but surprisingly, that internal successions were at least as likely as external ones to fail. We found that they tend to take longer to conclude a CEO is a failure than a success, and that …

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The Changing Chief Human Resources Officer Role: Results Of The 2016 Hr@Moore Survey Of Chief Hr Officers, Patrick M. Wright, Anthony J. Nyberg, Donald J. Schepker, Ormonde Cragun, Michael D. Ulrich Jan 2016

The Changing Chief Human Resources Officer Role: Results Of The 2016 Hr@Moore Survey Of Chief Hr Officers, Patrick M. Wright, Anthony J. Nyberg, Donald J. Schepker, Ormonde Cragun, Michael D. Ulrich

Reports

The 2016 HR@Moore Survey of Chief HR Officers continued the tradition of exploring different aspects of the CHRO role to identify trends while also delving deeper into some new and less explored issues. This year’s results finds little change regarding how CHROs allocate their time to various roles. They continue to spend the most time as the Leader of the HR Function, followed by Talent Architect and Strategic Advisor, and Counselor/Confidant/Coach. Delving into the question of what they counsel their CEOs about, we found that the most popular topics concern executive team talent and its effectiveness, followed by business issues, …

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Developing A Risk Model To Target High-Risk Preventive Interventions For Sexual Assault Victimization Among Female U.S. Army Soldiers, Amy E. Street, Anthony J. Rosellini, Robert J. Ursano, Steven G. Heeringa, Eric D. Hill, John Monahan, James A. Naifeh, Maria V. Petukhova, Ben Y. Reis, Nancy A. Sampson, Paul D. Biese, Murray B. Stein, Alan M. Zaslavsky, Ronald C. Kessler Jan 2016

Developing A Risk Model To Target High-Risk Preventive Interventions For Sexual Assault Victimization Among Female U.S. Army Soldiers, Amy E. Street, Anthony J. Rosellini, Robert J. Ursano, Steven G. Heeringa, Eric D. Hill, John Monahan, James A. Naifeh, Maria V. Petukhova, Ben Y. Reis, Nancy A. Sampson, Paul D. Biese, Murray B. Stein, Alan M. Zaslavsky, Ronald C. Kessler

Faculty Publications

Sexual violence victimization is a significant problem among female U.S. military personnel. Preventive interventions for high-risk individuals might reduce prevalence but would require accurate targeting. We attempted to develop a targeting model for female Regular U.S. Army soldiers based on theoretically guided predictors abstracted from administrative data records. As administrative reports of sexual assault victimization are known to be incomplete, parallel machine learning models were developed to predict administratively recorded (in the population) and self-reported (in a representative survey) victimization. Capture–recapture methods were used to combine predictions across models. Key predictors included low status, crime involvement, and treated mental disorders. …

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