CEOs And Managerialism, Success Trap, Blind Trust, And Global Mindset: Introducing The Individual Vigilance/Social Experimentation Framework

Abstract

This ten-year empirical study explores the nature of Chief Executive (CEO) leadership and coping in post-merger situations. Executives’ need to manage multiple organizational realities and various groups of internal and external stakeholders, often representing conflicting interests, whereby four separate albeit interrelated concepts come into play, namely managerialism (vs. leadership), the liabilities of success (success trap), excess of trust (blind trust) and global mindset. The paper purports that these concepts can be understood as functions of the degree of individual vigilance and social experimentation that a leader applies to the task at hand and introduces the individual vigilance/social experimentation framework.