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Strategic LeadershipTheory and Research on Executives, Top Management Teams, and Boards$
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Bert Cannella, Sydney Finkelstein, and Donald C. Hambrick

Print publication date: 2008

Print ISBN-13: 9780195162073

Published to Oxford Scholarship Online: January 2009

DOI: 10.1093/acprof:oso/9780195162073.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 17 April 2021

How Individual Differences Affect Executive Action

How Individual Differences Affect Executive Action

(p.43) 3 How Individual Differences Affect Executive Action
Strategic Leadership

Sydney Finkelstein (Contributor Webpage)

Donald C. Hambrick (Contributor Webpage)

Albert A. Cannella

Oxford University Press

This chapter introduces and elaborates on the central idea that executives differ in what they personally bring to their decision-making situations and therefore differ in what they decide and how they behave. The chapter lays out a comprehensive model of how this process occurs, hinging on the executive's “orientation”—or the amalgam of experiences, values, personality, and mind-set that the executive possesses at any given point. This executive orientation limits and distorts the actual stimuli confronting the executive, such that his or her “construed reality” is a result of a three-stage filtering process: limited field of vision, selective perception, and interpretation. The chapter then addresses the psychological side of executive orientations, focusing on executive values, cognitive content and structure, and personality.

Keywords:   executive orientation, construed reality, information processing, executive values, executive cognitions, executive personality

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