Companies that are going to thrive must have a soul. Those that are only concerned with “maximizing shareholder wealth” or “maximizing profit” will find themselves going the way Enron went. CEOs will have to lead the revolution and should be the ones exhorting executives to make...

The purpose of this paper is twofold. 1) We propose for the first time in the literature a theory (managerial learning hypothesis) that may explain why managers engage in corporate social responsibility (CSR). 2) We use an intuitive empirical methodology (Edmans et al. 2017) to test the...

Can better firm ESG policies be attributed to a CEO’s style? We find that firms led by CEOs with not-for-profit sector work experience (socially engaged CEOs) possess better ESG ratings and superior real ESG outcomes. They receive higher satisfaction ratings from their employees, develop more...

The authors show how the concept of servant leadership can be enhanced by combining it with spiritual leadership. In fact, a true servant leader should also be a spiritual leader. The authors demonstrate that one of the earliest servant leaders, Moses, was also a spiritual leader. Abraham...

We are no longer an industrial economy characterized by assembly lines; we are now in a knowledge economy where creativity is what matters and the old ways of running a firm simply do not work. Using the value of the stock as a way of measuring CEO performance makes no sense and can actually...

Organizations that succeed in the Information Age/Age of Internet and Globalization will have to be innovative and adapt quickly to changing market conditions. Approaches that worked in the past no longer work when competition can come from anywhere in the world and any industry. This paper...

The world today is experiencing a leadership crisis. One thing is evident: The leadership style that worked in the industrial economy will not work today where integrity and creativity are crucial if an organization is to thrive. We live in an information/knowledge economy defined by...

This research reveals customer- and employee-firm relations to be two routes by which firms can leverage executive incentive structures to create customer and firm value. Analyses of a unique dataset with multiple archival sources show that (1) increases in the proportion of CEOs' long-term...