This paper examines how CEOs’ observed extraversion shapes boards’ attribution of firm performance and CEO dismissal decisions. Drawing on data from more than 4,000 CEOs of S&P 1500 firms, supported by a vignette study, the authors find that more extraverted CEOs may face greater dismissal risk when performance declines. The study shows how prominence, perceived agency, industry complexity, and board tenure influence high-stakes governance decisions.
Authors and Affiliations:
• Jan C. Hennig (University of Groningen)
• Sebastian Firk (University of Duisburg-Essen)
• Joseph S. Harrison (University of Tennessee)
• Hauke Meyer (University of Goettingen)
• Michael Wolff (University of Goettingen)
