The nature of control. A study of CEO behavior

Abstract

How do CEOs exercise control over their organizations? This question is to be answered through a study, which consists of direct observation of eight Swedish CEOs in their everyday work. Of special interest is to investigate whether the primarily role of a CEO is to be a decision-maker or to be a leader. Interpreting the role as a decision-maker or a leader respectively has consequences on how a CEO is expected to behave. The study shows that the leadership perspective is of much greater relevance for interpreting the behavior of the CEOs. The article also discusses potential drawbacks of obtaining effective control by the use of decision-making. The previously dominating view of the CEO as a decision-maker can finally bring about an explanation why earlier research in managerial work has stressed the lack of control.