An Analysis of the Work Roles of CEOs of Small Firms

Abstract

The work roles of CEOs who start and manage their own firms were analyzed and contrasted with CEOs who are nonowner-managers. Significant differences emerged concerning the importance of three work roles, which are attributed to personality differences between the two groups of CEOs. These differences in work role importance concerned specific operational and technical facets of the CEO position. Two strategic-oriented work roles regarding capital expenditure decisions and long-range planning surfaced as the two most Important roles to all of the CEOs.

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