Article2008

The organizational influence of the Chief Technology Officer

55 citations0/0 files storedR and D Management

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Information Technology Governance and Strategy Human Resource and Talent Management Organizational Management and Leadership

Abstract

The proposition that the Chief Technology Officer's (CTO) primary bases for power and influence are in technical expertise and position power is critically analyzed from the perspective of upper echelons research. This fresh perspective suggests that CTOs who aspire to have significant influence in their organizations should also build their power bases on broad knowledge of the firm and its environment, a network of personal relationships inside and outside the firm, ownership position in the firm, and intuitive understanding of the business. The CEO's leadership style can also enhance or curtail the influence of the CTO. Research and managerial implications are drawn.

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References

2017Exchange and Power in Social Life 1965Exchange and Power in Social Life.1978Organizational Strategy, Structure, and Process 1962Power-Dependence Relations 2007Upper Echelons Theory: An Update 1973Leadership and Decision-Making 1992POWER IN TOP MANAGEMENT TEAMS: DIMENSIONS, MEASUREMENT, AND VALIDATION.1997Strategic Leadership: Top Executives and Their Effects on Organizations

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