Does Chief Executive Officer Behavioural Competence affect Firm Performance? Evidence from Nigerian Microfinance Subsector

Osazevbaru, H. O.; Omokhuale, C. O.; Isiaka, G. A.

doi:10.5281/zenodo.10666606

Does Chief Executive Officer Behavioural Competence affect Firm Performance? Evidence from Nigerian Microfinance Subsector

Authors: Osazevbaru, H. O., Omokhuale, C. O., Isiaka, G. A.

Journal: Global Journal of Finance and Business Review (GJFBR), ISSN 1694-450X

Citation: GJFBR 7(1): 21-39, 2024-02-15.

DOI: 10.5281/zenodo.10666606

PDF: Download full-text PDF

Type: Original Research

Abstract

The behaviour of Chief Executive Officers (CEOs) can impact on the long-term strategy of a firm and is responsible for instilling brand values in employees. CEOs behave to make something happen, to make something change or to keep things the same in order to improve firm performance. Thus, this study examined CEO behavioural competence and firm performance. Specifically, the study examined the effect of receptiveness, adaptability and motivation as dimensions of CEO behavioural competence on firm performance. To facilitate empirical investigation, primary data was collected using structured validated questionnaire. Descriptive survey design was adopted with a sample size of 170 senior staff randomly selected from microfinance banks operating in Delta and Edo states -Nigeria. The findings of the study revealed that there was a significant positive effect of all proxies of CEO behavioural competence on firm performance. It was recommended among others that CEOs should maintain behavioural competence as this will enable quick response to the dynamic business environment.

Keywords

CEO behavioural competence, firm performance, receptiveness, adaptability, motivation, microfinance banks

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