This paper provides evidence of the importance of what might be termed 'expert leaders'. Although it is widely assumed that leaders affect the performance of their organizations, the complexity of this social-science research area has meant that comparatively little empirical progress has been...

We use data on British football managers and teams over the 1994-2007 period to study substitution and complementarity between leaders and subordinates. We find for the Premier League (the highest level of competition) that, other things being equal, managers who themselves played at a higher...

Nearly all workers have a supervisor or 'boss'. Yet there is almost no published research by economists into how bosses affect the quality of employees' lives. This study offers some of the first formal evidence. First, it is shown that a boss's technical competence is the single strongest...

Much of human knowledge is produced in the world's university departments. There is little scientific evidence, however, about how those hundreds of thousands of departments are best organized and led. This study hand-collects longitudinal data on departmental chairpersons in 58 US universities...

How much knowledge should leaders have of their organization's core business? This is an important question but not one that has been addressed in the management literature. In a new 'theory of expert leadership' (TEL), this paper blends conceptual work with recent empirical evidence. It...

Although it has long been conjectured that having physicians in leadership positions is valuable for hospital performance, there is no published empirical work on the hypothesis. This cross-sectional study reports the first evidence. Data were collected on the top-100 U.S. hospitals in 2009, as...