The Global Chief Executive Officer （CEO）： Leadership Styles, Arts, and Skills

The global chief executive officer （CEO） should quickly adjust his/her leadership styles, arts, and skills to customize for the particular host country as he/she manages the global organization in its many diverse environments. He/she has to quickly customize to the local needs his/her styles of strategic and operational decision-making, communication, and interpersonal approaches. His/her repertoire of leadership styles, arts, and skills has to be wider and richer in variety. He/she must quickly move from one host-country-focused approach to another, drawing the needed blend of leadership styles, arts, and skills from his/her repertoire and effectively applying them to the host country situation. Thus, a CEO must analyze his/her situation and re-orient his/her approach to fit the varying international situations, such as culture, operating, and subsidiary＇s organizational, economic, political, governmental, and technological. An effective CEO is perspicuous and quick of action in adjusting and modifying his/her roles, styles, arts, and leadership processes to fit the situation in which he/she is in at the moment.

Powerful Chief Executive Officers and Firm Performance： Integrating Agency and Stewardship Theory

Do agency and stewardship behaviors coexist at firms, or does one dominate the other？ We use data from listed companies in China over the period 2007-2016 to show that powerful chief executive officers （CEOs） simultaneously incur self-interested agency costs while acting as stewards to benefit the firm. In balancing the push-and-pull forces of stewardship and agency behaviors, powerful CEOs in Chinese firms ultimately improve short-term and long-term firm performance. Our results have important implications for understanding how CEOs affect firms and how cultural factors can motivate CEOs to work in the interest of the firm.

Chief Executive of NERC Visited NSFC

A rewarding meeting was held between Prof. Li Zhuqi, Vice President of NSFC, and Prof. John Lawton, chief executive of the Natural Environment Research Council, on August 28, 2002. Both sides briefed each other on their work and explored the possibilities for further cooperation.

Chief Executive of EPSRC Visited NSFC

On July 10, 2002, Prof. O’Reilly, Chief Executive of Engineering and Physical Science Research Council, UK visited NSFC. Prof. Zhou Bingkun, Vice President of NSFC, hosted the conference, which mainly focused on further cooperation between NSFC and EPSRC based on the bilateral agreement signed in 2000. During the meeting, Prof. O’Reilly reiterated his hope to expand bilateral collaboration with China as EPSRC’s priority partner. Both sides reached consensus on the following issue through discussion:

Behind Asia’s upcoming legal hub Q&A with Katherine Yap,Chief Executive,Maxwell Chambers

Tell us about Maxwell Chambers and its expansion plans.The year ahead will be exciting for us as we are expanding our premises to occupy the adjacent conserved building at 28 Maxwell Road,now named Maxwell Chambers Suites.The expansion will add 120,000 square feet of floor space and triple our current size.This will help to support the growth of dispute resolution institutions in Singapore and capture more opportunities

Assessing the Role and Significance of Chiefs in the Governance of Cape Coast, Teshie and Kumasi Societies in Ghana

The study sought to assess the role and significance of chiefs in the traditional governance system of Cape Coast,Teshie and Kumasi communities in Ghana.This study employed the case study comparative approach.A total of 85 participants were selected for the study using the snowballing method of sampling.Data were collected using a four-point Likert scale questionnaire.Data analysis and presentation of results were done by using mean and standard deviation.The study revealed that chieftaincy as an institution is deeply rooted in the local communities.It further revealed that a chief is both the politico-military and religious head.It was recommended that there is the need for the modern state to go beyond just involving chiefs in only sod cutting ceremonies and other state functions to include them in the implementation of local development policies.Further to this,the roles and functions of traditional authorities and local government officials must be well-defined and agreed upon and the public must be made to understand this delineation of responsibilities brought by the government.

CEO Emotional Intelligence level and Compensation： Evidence From Tunisia

This article focuses on the impact of emotions on Tunisian chief executive officer （CEO） compensation. It examines specifically the role of executives＇ emotional intelligence （El） level and their emotional biases, namely optimism in explaining compensation plans. An empirical study was conducted in this respect, by using a questionnaire as a method of data collection, on a sample of 100 Tunisian companies＇ leaders. This research paper translates an original approach, since it highlights the behavioral aspects role in explaining the CEO＇s compensation policy level. To the best of the knowledge, this represents the first study in the Tunisian context that explored this area of research. Actually, the results show that Tunisian leaders may be subject to certain emotions thereby impacting their compensation characteristics. Indeed, they opt at first to contribute to the organizational performance by establishing a mutual trust within the organizational structure in order to achieve the objectives already set up. However, this could be done at the expense of their compensation plans

Towards a Tolerance of Ambiguity Model in Greek Tourism Industry

The present paper examines the influence of locus of control, involvement, job satisfaction, and organizational commitment on hotel chief executive officers＇ （CEOs） tolerance of ambiguity. The research sample consists of 82 Greek hotels＇ CEOs. The first part of this paper analyses their level of locus of control, involvement, job satisfaction, and organizational commitment, in front of the frequent, uncertain, and ambiguous changes in their business environment. In the second part, results of principal component analysis indicate that two factors characterize CEOs＇ involvement, namely, importance and interest. Further, regression results reveal the significant influence of interest, locus of control, and job satisfaction on CEOs＇ tolerance of ambiguity. Finally, this paper discusses the research findings and proposes certain practical implications for enhancing Greek hotel CEOs＇ level of tolerance of ambiguity and thus, their efficiency during change.