The Interactive Effects of Abusive CEOs and Philanthropic Corporate Social Responsibility on Organizational Innovation and Performance
研究CEO辱虐领导如何通过削弱高管团队行为整合来损害组织创新和绩效，并发现CEO发起的慈善CSR会加剧这种负面效应，因为团队成员感到CEO对外好、对内差的不一致对待。
We examine how and when chief executive officer (CEO) abusive leadership can undermine organizational innovation and performance by diminishing top management team (TMT) behavioral integration. Based on upper echelons theory and the related interface perspective, we analyzed cross-sectional survey data from CEOs and TMTs of 308 small and medium-sized enterprises (SMEs) in Study 1 and multi-wave multisource survey data from CEOs and TMTs of 287 SMEs in Study 2. The empirical results support our theory. In addition, these effects are moderated by philanthropic corporate social responsibility (CSR) initiated by CEOs, such that CEO abusive leadership has a more substantial negative indirect impact on organizational innovation and performance when the level of philanthropic CSR is elevated. This moderation is attributed to TMT members’ amplified negative perceptions of receiving inconsistent treatment, whereby the CEO treats external stakeholders favorably and internal executives poorly. The combined effects of CEO abusive leadership and philanthropic CSR on organizational innovation and performance add to the literature on abusive leadership, strategic leadership interfaces, and upper echelons theory.