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.

Harmony, Productivity, and Informed Decision Making： The Fundamental Competencies of the Chief Emotional Officer

Existing in most family firms, the chief emotional officer （CEmO） is the enigmatic heart of the organisation, linking family harmony with business performance and productivity. The literature is rich in acknowledging the existence and value of the CEmO in family firms, but little is said of the abilities mastered by CEmOs and how organisations can leverage the value of the CEmO through professional development. It is this nexus that this paper aims to fill. Commencing with an exploration of the literature on the purpose and value of the CEmO, key findings are advanced through interviews and a focus group. The specific site of research selected is one rich in family business in which to explore the CEmO phenomenon--the bus and coach industry in Victoria, Australia. Revealed is the fundamental competencies of the CEmO, being their adept ability to facilitate harmony, drive productive and focus values-based decision making in family firms. The outcomes that these competencies achieve and the obstacles and challenges of the CEmO role are also presented. Concluding remarks ask how the CEmO and these core competencies can be developed in a role that is often unstructured, intuitive, and unrecognised within the firm.

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.

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.

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