Which ceo characteristics and abilities matter

The… Expand. View on SSRN. Save to Library Save. Create Alert Alert. Share This Paper. Background Citations. Methods Citations. Results Citations. Citation Type. Has PDF. Publication Type. More Filters. Many studies examine the relation between stock performance and CEO characteristics. View 1 excerpt, cites background.

The thesis consists of three empirical chapters with the first essay focusing on how the changes in … Expand. This paper investigates whether and how CEO acquisition-selectivity skill differences have significant cross-sectional effects on firm value. We document that CEO acquisition-selectivity skill and … Expand. This study aims at understanding the effect of the CEO education on firm decision to replace its current CEO in order to determine the potential resource status of human capital trained at a … Expand.

Implications of CEO education for bank performance. Exploiting a unique hand-built dataset, this paper finds that CEO educational attainment, both level and quality, matters for bank performance. We offer robust evidence that banks led by CEOs with … Expand. Programs Corporate Finance. Working Groups Entrepreneurship. Alan J. Auerbach, the Robert D. The credible estimation of causal effects is a central task of applied econometrics.

Two tools for this purpose that Third, success and performance are more strongly correlated with execution-type skills than with interpersonal and team-related skills.

This is consistent with other researchers' results in non-CEO contexts showing that steadfastness -- and traits such as unwavering resolve, fanatical drive, and workmanlike diligence -- is more important than being a good listener.

The authors' findings are also consistent with results in the psychology literature that suggest that "conscientiousness" is the best predictor of performance, but they do not support previous findings that successful CEOs exhibit compelling modesty, build strong teams, give credit to others, and take blame on themselves. Finally, the authors point out that their results reflect buyout and VC-funded companies only. While these are two quite different groups, these types of companies may have specific needs and, therefore, the results may not generalize to all companies.

Second, the performance data are coarse and potentially "noisy. The attributes Drucker describes are largely execution-related and appear to correspond well to the "efficient," "persistent," "proactive," "commitment," and "analytical" skills in this study. NBER periodicals and newsletters are not copyrighted and may be reproduced freely with appropriate attribution.

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