Executive Deviance as a Sociopolitical Force in Dismissals

ABSTRACT

The seminal model of CEO dismissals utilizes four sociopolitical forces that operate together in determining whether a CEO will be dismissed. Missing from the sociopolitical forces of CEO dismissals is executive deviance. We propose the inclusion of executive deviance as the fifth sociopolitical force in CEO dismissals, which is not limited to the deviant actions of the executive, but also the executive’s subordinates. Within the comprehensive CEO dismissal framework, the effect of executive deviance on head coach dismissals in the National Football League (NFL) from the 2000–2001 to 2015–2016 season is examined using four levels of executive deviance: (a) deviance committed directly by the executive, (b) minor workplace deviance by employees, (c) serious workplace deviance by employees, and (d) off-duty deviance by employees. Logistic regression results indicate all four levels of executive deviance increase the likelihood of executive dismissal and have more substantial effects than organizational performance. We encourage researchers to include executive deviance within their comprehensive, ceteris paribus models of CEO dismissals, empirically test the effects of executive deviance in various industries, and revisit past models of executive dismissals to mitigate potentially erroneous statistical results from confounding variables.

Additional information

Notes on contributors

Jeremy J. Foreman

Jeremy J. Foreman earned his Ph.D. at Louisiana State University and is an Assistant Professor at the University of Louisiana at Lafayette. His research focuses on understanding antecedents of managerial labor movements in sport, such as coach promotions and dismissals.

Brian P. Soebbing

Brian P. Soebbing earned his Ph.D. at the University of Alberta, where he is now an Associate Professor. Dr. Soebbing’s research focuses on the strategic behavior of sport and recreation organizations and their constituents. He is an Associate Editor for the International Journal of Sport Finance, Journal of Leisure Research, and Sport & Entertainment Review. He also serves on a number of editorial boards including European Sport Management Quarterly, Journal of Sport Management, and Sport Management Review.

Chad S. Seifried

Chad S. Seifried (Ph.D.- The Ohio State University) is the L.M. “Pat” and Mildred Harrison Endowed Professor at the Louisiana State University in Sport Management. His research interests embrace the use of historical methods to review the management history associated with organizations, individuals, and sport facilities.