• Journal of Korea Society of Industrial Information Systems
• /
• v.10 no.2
• /
• pp.48-58
• /
• 2005

This paper studied the impact of CIO leadership on the IS performance. The survey was developed to measure the relationship between CIO leadership style and the IS performance. The study shows that the differences in CIO leadership style along the two dimensions of goals and modes do not cause a statistically meaningful difference in business efficiency, one of the IS performance. Contrary to the existing studies that suggest a balanced leadership is effective, this study illustrates that strategic leadership and enabling leadership are more effective in the aspects of targets and manners respectively. This study does contribute to the introduction and utilization of CIO: unlike existing studies on leadership, it proposes a new approach to classifying leadership style based on the styles exhibited by CIO's flexibly from one situation to another. It will provide companies considering appointing CIO's or already using CIO's with insights into effective CIO role. It is important to provide CIOs with position and authority to exhibit their leadership flexibly.

• Asia pacific journal of information systems
• /
• v.7 no.3
• /
• pp.125-143
• /
• 1997

As information is the critical resource of business, CIOs(chief information officers)' managerial roles become more important. CIOs work out the organization and information system strategies, introduce changes into organizations, communicate with chief executive officers and users, and take the responsibilities of the information system operation. The CIOs' managerial roles make affects on the information system performance and the organizational effectiveness. They are divided into six sub-roles; leader, liaison, entrepreneur, monitor, resource allocator and spokesman. The CIOs' influences on organizations are evaluated by information systems performance. User information satisfaction is one of the most valid information system evaluation criterions. User participation and user involvement are regarded as the antecedents of user satisfaction. This study investigates the effect of CIOs' managerial roles on user satisfaction, user participation, user involvement, CIOs' six managerial roles do not equally influence users. The results of this study have implications for the CIOs' managerial roles in organizations. As CIOs effectively perform managerial roles, user satisfaction is improved.