A Model of Corporate Performance as a Function of Environmental, Organizational, and Leadership Influences

Abstract

In a model of corporate performance incorporating environmental, organizational, and leadership variables, three performance dimensions—profit, profitability, and stock price—are examined for a sample of 193 manufacturing companies over a 19 year period. This research evaluates the work of Lieberson and O’Connor, a cornerstone for those arguing that the top leadership position of an organization is unimportant.