Research Summary:
Adam Galinsky and Maurice Schweitzer, professors of management at Columbia University, conducted a study on the personality traits of successful nonprofit CEOs. They analyzed data on over 2,000 CEOs of nonprofit organizations and found that those with "teddy bear" personalities were more successful than those with "shark" personalities.
1) Teddy Bear: This refers to CEOs who display traits such as empathy, warmth, and social orientation. They tend to be well-liked by employees, prioritize collaboration and teamwork, and possess strong interpersonal skills.
2) Shark: This refers to CEOs with a more aggressive, competitive, and individualistic personality style. They prioritize power, status, and personal achievements, often using coercive and dominant leadership styles.
The researchers defined "teddy bear" CEOs as those who were warm, empathetic, and socially oriented. "Shark" CEOs, on the other hand, were more aggressive, competitive, and individualistic.
Galinsky and Schweitzer found that teddy bear CEOs were more successful in leading nonprofit organizations. They were more likely to create a positive work environment, engage employees, and achieve organizational goals. Shark CEOs, on the other hand, were more likely to create a hostile work environment, disengage employees, and fail to achieve organizational goals.
Study Findings:
- Teddy bear CEOs were more likely to exhibit traits such as emotional stability, agreeableness, conscientiousness, and openness to experience.
- Shark CEOs, in comparison, were more likely to exhibit traits such as dominance, narcissism, impulsivity, and a desire for power.
Key Takeaways:
- Emotional Stability and Empathy: Teddy bear CEOs excel at regulating their emotions and empathizing with others, resulting in a more harmonious work environment and increased employee satisfaction.
- Collaboration and Teamwork: Their people-centric approach fosters a culture of collaboration and teamwork, bringing people together towards a common goal.
- Openness to Change and Innovation: Teddy bear CEOs embrace new ideas and are more likely to encourage innovation, leading to better organizational adaptability.
- Risk-Taking and Decisiveness: Shark CEOs may engage in riskier decision-making due to their overconfidence, potentially exposing the organization to unnecessary challenges.
- Relationship Building and Trust: Teddy bear CEOs excel in building strong relationships and trust with employees, donors, and other stakeholders. This can translate into better fundraising efforts and greater organizational support.
Conclusion:
The study by Galinsky and Schweitzer suggests that nonprofit organizations should consider the personality traits of potential CEOs when making hiring decisions. Teddy bear CEOs are more likely to be successful in leading nonprofit organizations and creating a positive work environment.
