Jingjing Zhang, an assistant professor of accounts at the Desautels School of Management at McGill University, says that sensation seekers welcome innovation and eventually make better CEOs.
CEOs looking for exciting but risky experiences like flying small planes welcome a variety of practical business innovation projects.
The researchers study the performance of 88 CEOs, who also played the pilot role and 1,123 non-pilot CEOs in various companies from 1993 to 2003. This shows that companies with a pilot CEO can upsurge their number of proprietary services or products by 66.7 per cent or more and the number of citations to these copyrights by 43.9 per cent.
Zhang says that their research shows that companies that are controlled by sensation seekers and share the same emotional trends as pilots can generate more patents with a greater impact on the market compared to their peers. The reason being the CEOs with this unique personality generally improve the effectiveness of innovations and pursue more assorted and inventive projects.
Research suggests that a company that employs a sensation seeker like a CEO is likely to be much more innovative.
Zhang also says that managers with a penchant for creativity in companies are much more successful in innovation. He continues to explain that openness to innovative ideas and an inclination to search for new working methods nullify their desire to uphold repetitive and structured situations. Sensation seekers are probably also more innovative users, are not afraid to try novel products, and are always aware of substitutes. Having that kind of personality at the top of a corporate in an industry that requires a high level of innovation is possible to be a springboard to success.
