Ceo reputation is the rainbow of the future’s organization. And the leadership will benefit from it..

Ceo reputation is the rainbow of the future’s organization. And the leadership will benefit from it..

Weber Shandwick conducted a worldwide research published in 2015. The aim of the ‘CEO Reputation Premium: Gaining Advantage in the Engagement Era’ is to quantify CEO reputation and measure the importance of CEO engagement from those closest to the CEO.


As a result of the strong link between the CEO and company reputation and market value, according to the research, the reputation of the CEO is at a premium today, and is only going to grow more valuable.


Keeping a very low profile is not an affordable option in our progressively connected and transparent world. Despite the fact that there are high stakes that come with public visibility, taking the CEO out from behind the scene actually puts control of the CEO and company’s reputation in their own hands. In today’s highly unsteady world, CEO and company reputations are constantly shifting due to what is being said about them in the media, on social media, blogs and in unforeseen places by employees and customers.

Company Reputation – Top Six Drivers



Leadership can consistently enhance or affect creativity in the working environment (Mumford et al., 2002; Oldham and Cummings, 1996). The attitude of the leader could develop or inhibit employees’ creativity (Zhou and George, 2003). Some authors, such as Cummings and Oldham, agree that a ‘supportive’ supervisory management style is most likely to facilitate creativity than a ‘controlling’ one since it enhances individual motivation. A controlling approach is more likely to spur extrinsic motivation and hold the person from the flow of the creative process. Thacker’s (1997) empirical research emphasizes that group members should see the leader as a catalyst. The catalysts are the ones that make things happen, rapidly, that would not occur without them. Their striking ability is to handle situation skilfully in a world of uncertainties and resources’ constraints (Liedtka and Ogilvie, 2013).

How Executives Describe Their CEOs



CEOs have no choice but to value more of that informal conversation by explaining what their companies stand for and why it is important to hear what they have to say. Furthermore, CEOs have to be confident in their own skins when taking on this new mantle, but as a new generation takes the lead, public engagement with a greater purpose will only increase, and will become the new corporate imperative.

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