CEO burnout, managerial discretion, and firm performance: The role of CEO locus of control, structural power, and organizational factors

Charlotta Agneta Sirén · Pankaj C. Patel · Daniel Örtqvist · Joakim Wincent

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Stress and Burnout Research Corporate Finance and Governance Job Satisfaction and Organizational Behavior

Abstract

Despite the possibility of burnout resulting from dynamics in firms' upper echelons, little if any work has focused on chief executive officer's (CEO's) burnout and firm performance. Drawing on managerial discretion theory, this article analyzes the influence of CEO burnout on firm performance and the moderating roles of the individual (CEO locus of control), structural power (CEO duality and CEO tenure), and organizational characteristics (size, age, and resource availability) related to managerial discretion. Using a sample of 156 CEOs in Swedish firms, we find a negative association between CEOs who report higher burnout and firm performance. Our results confirm that CEO duality and resource availability ameliorate and firm size exacerbates the negative association between CEO burnout and firm performance. Contrary to our expectations, CEO locus of control, CEO tenure, and firm age do not influence this relationship. We discuss the implications of our research for upper echelons theory and strategic leadership theory.

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References

1966Generalized expectancies for internal versus external control of reinforcement.1981The measurement of experienced burnout 2007The Job Demands‐Resources model: state of the art 2001Job Burnout 1984Upper Echelons: The Organization as a Reflection of Its Top Managers 2004Job demands, job resources, and their relationship with burnout and engagement: a multi‐sample study 1977The Population Ecology of Organizations 1984Structural Inertia and Organizational Change

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