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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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How Individual Differences Affect Executive Action

How Individual Differences Affect Executive Action

Chapter:
(p.43) 3 How Individual Differences Affect Executive Action
Source:
Strategic Leadership
Author(s):

Sydney Finkelstein (Contributor Webpage)

Donald C. Hambrick (Contributor Webpage)

Albert A. Cannella

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195162073.003.0003

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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