The Impact of Tenure on Chief Executive Officer Role Perceptions and Time Spent in Roles

This paper presents research on the impact of Chief Executive Officer (CEO) tenure, or time worked as a CEO, on the CEO’s perception of their role. For purposes of this paper tenure refers to the amount of time the CEO has spent working as a CEO. Tenure was broken into four major categories: 0 to 10 years; 11 to 20 years; 21 to 30 years; and over 31 years spent as a CEO. In terms of role agreement results indicate a statistically significant difference in agreement with the strategic role category for CEOs with over 31 years of tenure. These CEOs do not agree as strongly with their counterparts that this is a CEO’s role. In terms of time spent in the role categories there are statistically significant differences in CEOs with over 31 years of tenure and their counterparts in how they estimate they spend their time. Further research is necessary to understand the reasons behind these quantitative results

The Development of an Instrument for Measuring Role Perceptions of U.S. Chief Executive Officers

This paper presents the development and initial validation of an instrument intended to measure ChiefExecutive Officers’ (CEOs) perceptions about their roles. Additionally, the instrument was used togather data about how much time CEOs spent in six categories of roles. This research describesinstrument development using preliminary validity assessments with Exploratory Factor Analysis (EFA).Constant comparative analysis was also utilized to group 31 roles of CEOs into six categories of rolesfor purposes of requesting time estimates. It is concluded there is good preliminary evidence foremerging factor structures however more data needs to be collected from CEOs in locations other thanthe United States to support further development of a predictable instrument

LSST: from Science Drivers to Reference Design and Anticipated Data Products

(Abridged) We describe here the most ambitious survey currently planned in the optical, the Large Synoptic Survey Telescope (LSST). A vast array of science will be enabled by a single wide-deep-fast sky survey, and LSST will have unique survey capability in the faint time domain. The LSST design is driven by four main science themes: probing dark energy and dark matter, taking an inventory of the Solar System, exploring the transient optical sky, and mapping the Milky Way. LSST will be a wide-field ground-based system sited at Cerro Pach\'{o}n in northern Chile. The telescope will have an 8.4 m (6.5 m effective) primary mirror, a 9.6 deg$^2$ field of view, and a 3.2 Gigapixel camera. The standard observing sequence will consist of pairs of 15-second exposures in a given field, with two such visits in each pointing in a given night. With these repeats, the LSST system is capable of imaging about 10,000 square degrees of sky in a single filter in three nights. The typical 5$\sigma$ point-source depth in a single visit in $r$ will be $\sim 24.5$ (AB). The project is in the construction phase and will begin regular survey operations by 2022. The survey area will be contained within 30,000 deg$^2$ with $\delta<+34.5^\circ$, and will be imaged multiple times in six bands, $ugrizy$, covering the wavelength range 320--1050 nm. About 90\% of the observing time will be devoted to a deep-wide-fast survey mode which will uniformly observe a 18,000 deg$^2$ region about 800 times (summed over all six bands) during the anticipated 10 years of operations, and yield a coadded map to $r\sim27.5$. The remaining 10\% of the observing time will be allocated to projects such as a Very Deep and Fast time domain survey. The goal is to make LSST data products, including a relational database of about 32 trillion observations of 40 billion objects, available to the public and scientists around the world.Comment: 57 pages, 32 color figures, version with high-resolution figures available from https://www.lsst.org/overvie

The role of Chief Executive Officer

The purpose of this study was to address the gap between what is reported in the literature and what is known in current practice on the role of CEO. Research on the role of CEO is conflicting and outdated, and the theory deduced by Mintzberg in the 1970s has not been continually refined and updated, a necessary process for maintaining the usefulness of a theory (Lynham, 2002). A major goal of this research was to use the insights provided by CEOs to improve our general understanding of the major roles played by CEOs and how they generally allocate their time in various critical functions. CEOs are known for being a difficult population to research, yet this study has shown they are not inaccessible. This research was also intended to serve those responsible for identifying CEO candidates, recruiting CEOs, coaching CEOs, sustaining an organization‘s leadership system, and developing performance matrices for Boards of Directors who are ultimately responsible for making sure the CEO is effective and efficient. To investigate the role of CEO a survey instrument was developed based on 31 roles identified in the literature. The survey was sent to CEOs selected from a purchased database by e-mail. The study focused on three research questions with the purpose of understanding the role of CEO, how CEOs allocate their time to roles, and what new roles are identified by CEOs. Eight research hypotheses were tested to understand the impact of gender, company ownership status, age, years in current job, years as CEO, and company size, on the roles agreed with and time allocations. There were a number of statistically significant findings with small effect sizes. The most significant differences were among company sizes, defined by number of employees. Because the survey instrument was developed specifically for this study it does not have a consistent or lengthy track record of valid and reliable survey scores, however, results from a factor analysis reveal high initial scores and a good basis for further instrument refinement and development. This study had implications for CEO role theory. The results provide evidence for adjusting Mintzberg‘s prior theorizing about the role of CEO, and in this study, many of the roles Mintzberg found were strongly supported, yet some were not. The roles of other researchers and new roles suggested by study participants add depth to Mintzberg‘s work and serve to update his theory for modern times. The impact of industry on the role of CEO may provide help to CEOs who change industries during their careers. Finally, this study provides implications for practice by providing benchmark data for working CEOs about what their role is and how other CEOs allocate their time to these roles

Role of chief executive officer, The

2011 Spring.Includes bibliographical references.The purpose of this study was to address the gap between what is reported in the literature and what is known in current practice on the role of CEO. Research on the role of CEO is conflicting and outdated, and the theory deduced by Mintzberg in the 1970s has not been continually refined and updated, a necessary process for maintaining the usefulness of a theory (Lynham, 2002). A major goal of this research was to use the insights provided by CEOs to improve our general understanding of the major roles played by CEOs and how they generally allocate their time in various critical functions. CEOs are known for being a difficult population to research, yet this study has shown they are not inaccessible. This research was also intended to serve those responsible for identifying CEO candidates, recruiting CEOs, coaching CEOs, sustaining an organization's leadership system, and developing performance matrices for Boards of Directors who are ultimately responsible for making sure the CEO is effective and efficient. To investigate the role of CEO a survey instrument was developed based on 31 roles identified in the literature. The survey was sent to CEOs selected from a purchased database by e-mail. The study focused on three research questions with the purpose of understanding the role of CEO, how CEOs allocate their time to roles, and what new roles are identified by CEOs. Eight research hypotheses were tested to understand the impact of gender, company ownership status, age, years in current job, years as CEO, and company size, on the roles agreed with and time allocations. There were a number of statistically significant findings with small effect sizes. The most significant differences were among company sizes, defined by number of employees. Because the survey instrument was developed specifically for this study it does not have a consistent or lengthy track record of valid and reliable survey scores, however, results from a factor analysis reveal high initial scores and a good basis for further instrument refinement and development. This study had implications for CEO role theory. The results provide evidence for adjusting Mintzberg's prior theorizing about the role of CEO, and in this study, many of the roles Mintzberg found were strongly supported, yet some were not. The roles of other researchers and new roles suggested by study participants add depth to Mintzberg's work and serve to update his theory for modern times. The impact of industry on the role of CEO may provide help to CEOs who change industries during their careers. Finally, this study provides implications for practice by providing benchmark data for working CEOs about what their role is and how other CEOs allocate their time to these roles