Search results

This paper aims to examine how and why consumers respond to chief executive officer (CEO) activism on social media. The authors developed a conceptual model that proposes impression management as a mechanism for consumer response to CEO activism.

In Study 1a, the authors examined 83,259 tweets from 90 CEOs and compared consumer responses between controversial and noncontroversial tweets. In Study 1b, the authors replicated the analysis, using a machine-learning topic modeling approach. In Studies 2 and 3, the authors used experimental designs to test the theoretical mechanism.

On average, consumers tend to respond more to CEO posts dealing with noncontroversial issues. Consumers’ relative reluctance to like and share controversial posts is motivated by fear of rejection. However, CEO fame reverses this effect. Consumers are more likely to engage in controversial activist threads by popular CEOs. This effect holds for consumers high (vs low) in public self-consciousness. CEO fame serves as a “shield” behind which consumers protect their online image.

The study focused on Twitter (aka “X”) in the USA. Future research may replicate the study in other social media platforms and countries. The authors introduce “shielding” – liking and sharing content authored by a recognizable source – as a tactic for impression management on social media.

Famous CEOs should speak up about controversial issues on social media because their voice helps consumers engage more in such conversations.

This paper offers a theoretical framework to understand consumer reactions to CEO activism.

To promote gender equality, world leaders at the UN came up with Sustainable Development Goal 5 (SDG5). It proposes to eliminate discrimination against women by providing them with similar opportunities for reaching leadership positions. Hence, this study aims to examine the contribution made by women transformational leaders to their employees’ performance. The study seeks to emphasize the role played by female leaders in the on-job performance of employees and their mental well-being by encouraging intrinsic motivation among them.

For the purpose of data collection, a questionnaire was sent through Google Forms to the employees who had females as their superiors or in the decision-making position. Data from a final sample of 517 respondents was gathered, on which SEM was applied to analyze the direct impact of transformational women’s leadership on employee performance and the indirect impact through the mediation of intrinsic motivation.

The study found that by having feminine traits, women are stronger transformational leaders as they encourage individuals to be self-motivated instead of getting stimulated because of some external incentive. Also, such a leadership style ensures better work performance and mentally healthier employees. In addition, transformational women's leadership creates a better work environment by inspiring a teamwork culture instead of individualism.

The study has implications for not just researchers but other stakeholders as well. The study is useful for organizations as it directs them to hire and promote more women for leadership positions. Also, the results hint that people prefer working for women-led organizations as it will ensure a healthier work atmosphere.

There are many studies from earlier times related to transformational leadership. However, female leadership and the role it plays for employees have not gotten their fair share of attention. Thus, to the best of the authors’ knowledge, the present work is one of the very few where contributions made by women transformational leaders have been assessed.