Dysfunctional executive behavior: What can organizations do?

    Authors

    J. K. Summers; T. P. Munyon; A. A. Perryman;G. R. Ferris

    Comments

    Authors: contact us about adding a copy of your work at [email protected]

    Abbreviated Journal Title

    Bus. Horiz.

    Keywords

    CEO dysfunctional behavior; Work design; Job design; Accountability; Discretion; Work relationships; Executive governance; SOCIAL SUPPORT; WORK DESIGN; JOB DESIGN; CONSEQUENCES; PERFORMANCE; RESOURCES; CELEBRITY; TEAM; Business

    Abstract

    Much has been made of dysfunctional executive behavior in recent years. As such, the purpose of this article is to assist organizations in the design of executive work. To better construct a work environment that diminishes self-serving and unethical behavior, we propose that organizations structure an executive's work around three factors: the accountability environment, managerial discretion, and relationship composition. These factors are used to describe how organizations can better design executives' work so as to promote more desirable executive behavior. We describe how these factors should be calibrated, as well as how they affect each other. (C) 2010 Kelley School of Business, Indiana University. All rights reserved.

    Journal Title

    Business Horizons

    Volume

    53

    Issue/Number

    6

    Publication Date

    1-1-2010

    Document Type

    Article

    Language

    English

    First Page

    581

    Last Page

    590

    WOS Identifier

    WOS:000286777800006

    ISSN

    0007-6813

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