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Two views from the bridge: how CFOs and SME leaders perceive top team dynamics

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  • Nicholson, Nigel
  • Cannon, David

Abstract

The study compares the views of two kinds of UK business leaders of the top teams in which they play a role: 72 CFOs from the UK's largest and most successful companies, and 44 CEOs of Britain's most successful independent companies, all of which are small- to medium-sized. Results suggest that the psychological diversity of these two groups' teams differs, as does their approach to decision-making. Results show that for both groups, modes of decision-making are highly issue dependent, and also that their self-rated effectiveness differs across domains. The large corporate entities of the CFO sample seem to have top team psychological dynamics which favour risk control at the expense of creativity, with a reverse pattern in the more entrepreneurial companies of the CEOs.

Suggested Citation

  • Nicholson, Nigel & Cannon, David, 2000. "Two views from the bridge: how CFOs and SME leaders perceive top team dynamics," European Management Journal, Elsevier, vol. 18(4), pages 367-376, August.
    • Handle: RePEc:eee:eurman:v:18:y:2000:i:4:p:367-376
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    Cited by:

    1. Andrew Lynch, 2010. "Operational Decision Making: Differences In Primary And Secondary Perception," Interdisciplinary Management Research, Josip Juraj Strossmayer University of Osijek, Faculty of Economics, Croatia, vol. 6, pages 297-304.

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