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Issue 5(1), October 2010 -- Paper Abstracts

Girard  (p. 9-22)

Cooper (p. 23-32)

Kunz-Osborne (p. 33-41)

Coulmas-Law (p.42-46)

Stasio (p. 47-56)

Albert-Valette-Florence (p.57-63)

Zhang-Rauch (p. 64-70)

Alam-Yasin (p. 71-78)

Mattare-Monahan-Shah (p. 79-94)

Nonis-Hudson-Hunt (p. 95-106)

JOURNAL OF LEADERSHIP, ACCOUNTABILITY AND ETHICS

The Effect of Leadership Turnover on an Intangible Resource: A Virtual Experiment

Author(s): Janice A. Black, Richard L. Oliver, Philip G. Benson, Brent H. Kinghorn

Citation: Janice A. Black, Richard L. Oliver, Philip G. Benson, Brent H. Kinghorn, (2013) "The Effect of Leadership Turnover on an Intangible Resource: A Virtual Experiment," Journal of Leadership, Accountability and Ethics, Vol. 10, Iss. 3, pp. 44 - 64

Article Type: Research paper

Publisher: North American Business Press

Abstract:

Entrepreneurs may start a firm and then leave it. What impact does this leadership turnover have on the

firm’s intangible resources? Creating an agent-based simulation of a start-up, we examine changing

leaders and the development of the intangible resource, the context-for-learning (CFL). Changing leaders

negatively affects firm CFL but firms with a high level of CFL recover quicker. Firms that have a new

leader with an effective leadership profile also recover quicker. Multiple leadership changes result in a

developmental path for CFL that bounces around and ends below the developmental path with the

original entrepreneur. For firms with low levels of CFL and an entrepreneur with an ineffective

leadership profile, leadership turnover with another entrepreneur with a similar ineffective profile

resulted in improved firm CFL levels. Leaders and groups matter. The relative difference between the

last leader and the current leader also matters in developing socially constructed resources.