Abstract
In this article, the writer notes that with the recent corporate scandals making the news, the question of corporate greed has been at the forefront of the American consciousness. The writer further points out that the possibility of corporate greed is nowhere more visibly apparent than in the cases of the CEOs of major U.S. corporations. Very often, these CEOs are paid exorbitant sums, along with fringe benefits and stock options, to manage these companies. Some estimate that U.S. CEOs are currently paid more than 300 times the wage of the average U.S. worker. The writer maintains that this higher pay scale does not necessarily mean, however, that CEOs are overpaid: In fact, the writer claims that it is evident that the growing gap between super rich CEOs and the average American worker is indicative of a rising quality of life for all of us.

From the Paper
"Capitalism is, after all, an ideal mechanism for the creation of wealth through the operation of free markets and free trade. It shouldn't come as a surprise, then, that CEOs of major corporations have reaped significant benefits from the mechanisms of capitalism. What critics of CEOs pay fail to admit is that it's not just the CEOs who are better off than they were twenty years ago. American society as a whole is much better off because capitalism has fueled incredible wealth building. The rate of growth of wealth is obviously much faster for CEOs of major corporations, but that does not undermine the reality that American society as a whole is improving its fiduciary situation. The CEOs in question are simply riding the leading crest of a figurative wave.
"Consider the following facts. In 1980, there were about one dozen billionaires in the United States, 13,500 households that made more than $1 million a year, and only about 600,000 with a net worth of more than $1 million."

Tags:affluence, income, salary, high, rewards

Abstract
Examines whether or not CEOs have common traits or experiences that can predict their selection for the position of CEO. Discusses process of selection. Identifies traits & key leadership behaviors of successful CEOs; characteristics & experiences of serving CEOs in major corporations. 3 Exhibits. Annotated Bibliography.

From the Paper
"Traits and Experiences of CEOs as Predictors of CEO Selection
Introduction
The importance of a firm s chief operating officer (CEO) to the firm s performance and market value has long been recognized. The dynamism of the evolving global economy has simply accentuated the significance of the CEO s role in the organization (Walman & Yammarino, 1999).


Because of the importance of the CEO to a firm s organizational performance and market value, the process of selecting individuals for appointment as CEOs has been studied extensively, and, at times, such studies have produced conflicting results (Horton, 1996). The addition of the growth of Internet-based firms has added to the complexity of determining the best fit of the traits and experiences of a..."

Abstract
The paper posits that the book "Why CEOs Fail" is a useful book for the business leader on his or her way to the top - or already at the top. The paper looks at how it outlines key behaviors that can derail a leader's success, shows how to identify these behaviors in oneself, and gives useful advice on how to manage them. The paper asserts that the book is a valuable resource, concise and well-written, and the individual chapters dealing with each behavior make it a quick source for consultation for the business person with little time to spare.

From the Paper
"This is a useful book for the business leader on his or her way to the top - or already at the top. It outlines key behaviors that can derail a leader's success, shows how to identify these behaviors in yourself, and gives useful advice on how to manage them. As such, the book is a valuable resource. It is also concise and well-written, and the individual chapters dealing with each behavior make it a quick source for consultation for the..."

Tags:business, leadeship, book review

Abstract
The paper discusses the role and necessity of managers and leaders and notes the distinctions between these positions. The paper then addresses the role of the chief executive officer (CEO) and uses Michael Dell as a symbol of a successful manager who will personally invest in the wellbeing of a company. The paper contrasts this to Enron's founder and CEO, Kenneth Lay, who failed to address corporate needs, causing irreversible damage. The paper concludes that the final success of a leader depends significantly on his personal and innate capabilities.

Outline:
Managers vs. Leaders
CEOs

From the Paper
"The role and necessity of both managers and leaders is undisputed for the overall success of an organization. However in small and medium size organizations, the two positions are generally occupied by the same person, the skills required and responsibilities attributed are often different. In this particular instance, the manager is expected to cope with the complexity of the business operations; he must be able to make the most informed decisions while keeping aware of the resource limitations and other constraints. The manager must also be a good organizer in order to plan the actions, the budgets and allocate the resources, including capital, labor force or technologies. Then, the manager must also be able to objectively analyze the actual implementation of the adopted course of action; he must follow how the strategies help the company achieve its ultimate goal. He must be able to identify any shortages or difficulties in the process and implement the most adequate decision. In other words, he must be able to take "effective action" (Future Vision)."

Tags:skills, capabilities, innovation

Abstract
Financial managers and CEOs have important roles in ensuring that organizations meet their specific goals. The skill levels for both positions are high and require a great deal of patience and experience. This paper discusses whether being a financial manager is the best preparation for later becoming a CEO.

From the Paper
"The article also asserts that some financial managers have different titles and different duties depending on the organization. For instance, at some institutions financial managers are known as Chief Financial Officers. (Financial Managers) Chief financial officers traditionally have more responsibility than other types of financial managers. Chief financial officers are generally responsible for all of the financial deals of an institution or organization. (Financial Managers) Chief Financial officers and CEO's often work hand in hand to manage the organization. (Financial Managers) The CFO keeps the CEO aware of all the financial dealings of the organization and ensures that the organizations finances are properly managed."

Tags:organization, goal

Abstract
The paper examines "Why CEOs Fail", which outlines key behaviors that can derail a leader's success, how to identify these behaviors in oneself and advice on how to manage them. The paper relates that the book is concise and well-written and the individual chapters dealing with each behavior make it a quick source for consultation for the business person with little time to spare.

From the Paper
"The authors' starting point for this book was their observation that more and more CEO's are failing. Indeed, Dotlich and Cairo point out that CEOs have left the lists of "most admired" and ended up on the lists of those "least trusted" (Dotlich and Cairo, dust jacket). This is because many CEOs reach admirable heights in their careers, only to quickly crash and burn - often generating spectacular publicity as they do so. Obviously, no one wants this in their future, and Dotlich and Cairo show how to avoid it. Their advice is also pertinent to those below the level of CEO, but who are nevertheless in leadership positions."

Tags:leadership, coaching, techniques

Abstract
One of the most important and basic areas of organizational essentials is that of the relationship and compatibility between the conceptual perspectives and ideologies of the CEO and the collective platform of human resources; this is typically the most critical factor in regard to determining the productivity inherent to any particular firm. This paper presents a comprehensive research proposal, which ultimately concludes that motivation and hygiene are the most crucial components in regard to determining the degree of influence that the CEO yields over his or her staff members.

Paper Outline
Part I: Introduction, Purpose and Organization
Introduction
Thesis
The Purpose of the Study
The Scope of the Study
Limitations of the Study
General Background Information; Contemporaneous Organizational Socio- Psychology
The Voluntary Sector
The Motivation Factor
Part II: Theory
Analysis of the Methodological Characteristics of the Study
Part II: Data and Measurement
The Relevance of Two Opposing Psychological Tendencies
The Instrumentality of the Two Theories, X and Y
Employee Satisfaction and its Quantitative Standards
The Hierarchy of Needs & its Motivational Relevance
Part III: Data and Measurement
Part IV: Methods and Measurements
Part V: Results and Normative Paradigms
Part VI: Summary, Conclusions and Paradigm Overviews and Alternatives
References

From the Paper
"John J. Morse and Jay W. Lorsch, within their study, Beyond Theory Y, 2000, take into consideration the relevance of the psychologies of employees to the intrinsic rate of organizational productivity. They assertively decree the existence of a Theory Y, that upholds and lends to the worker's naturally inherent interest in the mode of work (s) that he or she is expected to perform. The employee prefers to be self- directed and seeks responsibility. The worker is ready to solve business problems. On the other hand, there is also the acknowledgment of a Theory X, which assumes that people naturally dislike work and subsequently, that they have to be coerced, controlled and directed toward the particularly necessary organizational goals."

Tags:Clark, Aldrich, Maslow, Hierarchy, of, Needs

Abstract
This paper examines an article by Ulrike Malimander and Geoffrey Tate entiotled "CEO Overconfidence and Corporate Investment." The paper describes CEOs who persistently fail to reduce their company's exposure to risk. The authors designated the term overconfident to describe this behavior of CEOs. The paper further describes the methodology used by the authors for their evaluation. The authors additionally comment on how overconfident CEOs invested more when they have more cash at hand in the company. The paper concludes with recommendations for avoiding this behavior.

Outline:
Article Overview
Methodology
Strengths of Study
Weaknesses
Additional Comments

From the Paper
"Authors Ulrike Malimander and Geoffrey Tate wished to examine the negative ramifications of the actions of overconfident CEOs in regards to corporate investment. For the purposes of the study, they defined CEOS as overconfident if the individuals persistently failed to reduce their company's exposure to company-specific risk. The study postulated that managers who overestimated the returns to their investment projects over-invested when the company had abundant internal funds, but curtailed investment when the company required external financing. The CEOs acted as though they viewed external funds as unduly costly unlike internal funds. "

Tags:CEOs, risk, investment, companies

Abstract
This document discusses several illustrative points of the article 'Seven Surprises for New CEOs' by Porter, Lorsch, and Nohria. In this article these authors discuss seven observations about the role and function of CEO in the modern organization. By doing so these authors intend to debunk the myth that the general public and even shareholders may have of what a CEO is and does. They also intend to issue a reality check for would be CEOs and employees of a given organization.

From the Paper
"There are several issues that the authors of Seven Surprises for New CEOs want to communicate to the reader. Chief among them are a compendium of observations and conclusions that together act to debunk the myth that the general public has of CEOs. One other primary task these authors want to accomplish is to provide a reality check for new CEOs and for individuals entering into business who may not fully comprehend what the position of CEO entails. These two main issues can be summarized as: 1. Debunking the myth of CEO 2. Defining the role of CEO more realistically for both the organization and potential CEOs themselves General Comments Surprise One. "

Tags:ceo, role, leadership

Abstract
This paper discusses several corporate leaders and their relative merits in leadership style and effectiveness. Two CEOs are offered as positive examples of how to not only lead but how to live: Warren Buffet and Kenneth Chenault. Two other are held up as an example of how not to lead, much less how not to live: Ted Turner and Martha Stewart. In any event, these four leaders are certainly influential beyond what their respective positions might otherwise deserve with any less dynamic of an individual in their position.

From the Paper
"Warren Buffett exemplifies the American work ethic and personifies the "pull yourself up by your own boot straps" mentality. "His teenage ventures included two paper routes...selling golf balls and managing pinball machines...by the time he had finished high school he has saved $5,000"(Heberling & Houghton, 2002, p.21). Though his father was not without resources, his family was hardly well to do. In light of this background and his willingness to work and fund his own existence at an early age, it surprising Warren Buffett is not given more iconic status as the epitome of the American ethos."

Tags:ceo, leadership, dynamic