Not a Member? Get access to HR news and resources that you can trust.
Standing desks and other innovative workstations can help counterbalance the negative health effects of sitting.
Is your employee handbook ready for the New Year? With SHRM’s Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Get the HR education you need without travel expenses or time out of the office.
Elevate Your Talent Strategy. Join us in Chicago, IL – April 24-26, 2017.
Research from leadership consulting firm Personnel Decisions International (PDI) provides insight into just how different those who make it to the very top are from other leaders.
PDI compared a sample of 148 CEOs who participated in PDI assessments to a much larger sample of 9,226 senior executives and first-level leaders who were also assessed by PDI.
During the assessment, leaders completed the Global Personality Inventory (GPI) and the Leadership Experiences Inventory (LEI). The GPI measures personality traits shown to be predictive of work performance while the LEI measures leadership experiences shown to have high developmental value.
The results, released March 11, 2008, found that CEOs differ from other executive leaders in cutting through complexity, maintaining high energy levels, having a desire to be in charge and possessing the ability to persuade others.
The PDI study also found that CEOs are less passive-aggressive and do less micro-managing than other leaders.
"Many of the best and brightest business leaders have a drive to get to the CEO level," said Stuart Crandell, Ph.D., vice president and practice leader at PDI, in a press release. "We wanted to examine what the select few who make it to the top possess that others lack."
CEOs differed most strongly from other leaders on several key personality traits:
"Today's CEOs have the weight of the world on their shoulders—keeping a business viable and successful in changing economic circumstances, meeting board and shareholder expectations and predicting consumer preferences that could change the direction of the company. This research gives us some insight into what kind of person can lead at this level," added Bob Muschewske, senior vice president and executive consultant at PDI, the company's top consultant for CEOs.
Although CEOs had more experience of all types, including managing operations, managing tough challenges, mentoring others, and serving in outside leadership roles, such as community or political organizations, two types of experience differentiated CEOs from other leaders:
"You have to want to be at the top to be a successful CEO. This is not a role you want to accidentally fall into," Muschewske noted. "Top leaders are comfortable calling the shots, persuading others about the decisions they think are right and taking the responsibility that goes along with the power position."
CEOs tend to be well-suited for their leadership demands and challenges. For example, one key leadership challenge is the need to sift through ambiguous, complex, quickly changing information to find meaningful trends and themes.
"CEOs need to be able to digest a great deal of information quickly and determine which pieces of information indicate trends or themes that are important to the business. Finding vital information from seemingly unsystematic or extraneous information is an essential skill in running a business and predicting potential challenges," Muschewske added.
And with long hours, a global economy and travel demands, a CEO's work happens 24 hours a day. A preference for keeping busy allows CEOs to meet the specific time challenges of the top role in ways that invigorate and motivate them.
CEOs also tend to embrace the adage, "the buck stops here," and are willing to take responsibility for making tough decisions. At the same time, they gain support and commitment through inspiration and persuasion, not by issuing commands. CEOs balance leadership by an internal drive to lead others through honed persuasive skills that allow them to gain buy-in and bring differing parties together to accomplish results.
"Of course, possessing these traits alone does not guarantee one will make it to the CEO position. It also doesn't mean that if you lack these traits, you cannot fit the role," Crandell added.
PDI found that the type of experience—and not just years of experience—is critical.
"For those with their eye on the CEO job, experiences that are high risk with potential high return for the company and experiences that are highly visible throughout the organization tend to help an individual be prepared to take on the responsibilities of leading the company," Crandell said.
This means senior leaders aspiring for the top job need to set their sights on the types of opportunities which will give them the greatest exposure in the most challenging types of roles.
Rebecca R. Hastings, SPHR, is manager of SHRM’s Business Leadership Focus Area.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
CA Resources at Your Fingertips
SHRM’s HR Vendor Directory contains over 3,200 companies