CEO experiences of appreciative leadership in the interaction with Chairman of the Board
Hasselblad, Taina (2025)
2025
All rights reserved. This publication is copyrighted. You may download, display and print it for Your own personal use. Commercial use is prohibited.
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025102826573
https://urn.fi/URN:NBN:fi:amk-2025102826573
Tiivistelmä
The aim of this thesis was to study how the framework of appreciative leadership based on the definitions by Harmoinen (2014) is perceived by Chief Executive Officers in the interaction with the Chairman of the Board. In addition to previous this study focuses on what other experiences on appreciative leadership CEOs may have. The thesis also studies how perceived appreciative leadership may influence CEO’s motivation and performance.
The theoretical framework consists of definitions on leadership focused then on transformational leadership, which appreciative leadership is based on and narrowed then to appreciative leadership. The literature-based definitions of the appreciative leadership used in this study are providing support, valuing professionalism, showing moral leadership, applying rewarding, maintaining good personal relationships, showing appreciative leadership style and ensuring good working conditions, and working environment (Harmoinen 2014). The theoretical framework presents also motivation and performance theories relevant for this study in addition to relationship of the CEO and Chairman of the Board as an interaction context. In summary of the theoretical back-ground subchapter all theories were combined to provide base structure for the study.
The study data gathering was done as semi-structured interviews among voluntary CEOs. Interviewees, six (6) individuals, worked in various types of companies in CEO roles. The semi-structured online interviews were conducted between October 2023 to January 2024. The interviews were analyzed with content analyses.
Results of the study shows that CEO’s find the framework of appreciative leadership according to Harmoinen (2014) characteristics being present in the interaction. The experiences outside of the framework consisted of recognition of personal values and identity, creating space for leadership, and organizational level appreciative leadership culture. Non-appreciative leadership experienced were lack of feedback, power imbalance and ambiguity in roles, emotional disconnection, public criticism or withholding, micromanagement and Board competency gaps. Key motivation and performance enablers found in the study were trust, autonomy and appreciation & recognition and key inhibitors were poorly defined roles, micromanagement, or lack of expertise in the Board level.
The key development topics found in the study were role clarity and autonomy, strong interpersonal connection, consistent recognition and feedback, closing competence caps among Board of Directors and organizational culture definition and development.
The theoretical framework consists of definitions on leadership focused then on transformational leadership, which appreciative leadership is based on and narrowed then to appreciative leadership. The literature-based definitions of the appreciative leadership used in this study are providing support, valuing professionalism, showing moral leadership, applying rewarding, maintaining good personal relationships, showing appreciative leadership style and ensuring good working conditions, and working environment (Harmoinen 2014). The theoretical framework presents also motivation and performance theories relevant for this study in addition to relationship of the CEO and Chairman of the Board as an interaction context. In summary of the theoretical back-ground subchapter all theories were combined to provide base structure for the study.
The study data gathering was done as semi-structured interviews among voluntary CEOs. Interviewees, six (6) individuals, worked in various types of companies in CEO roles. The semi-structured online interviews were conducted between October 2023 to January 2024. The interviews were analyzed with content analyses.
Results of the study shows that CEO’s find the framework of appreciative leadership according to Harmoinen (2014) characteristics being present in the interaction. The experiences outside of the framework consisted of recognition of personal values and identity, creating space for leadership, and organizational level appreciative leadership culture. Non-appreciative leadership experienced were lack of feedback, power imbalance and ambiguity in roles, emotional disconnection, public criticism or withholding, micromanagement and Board competency gaps. Key motivation and performance enablers found in the study were trust, autonomy and appreciation & recognition and key inhibitors were poorly defined roles, micromanagement, or lack of expertise in the Board level.
The key development topics found in the study were role clarity and autonomy, strong interpersonal connection, consistent recognition and feedback, closing competence caps among Board of Directors and organizational culture definition and development.