The CEO's behavior: key to organizational development.

What happens when the skills of the chief executive officer are seen as crucial to organizational success but his subordinates chafe under his leadership style? How do they deal with the situation? One strategy is to design a program which will involve every level of management in a confrontation with the issue of leadership style. But the CEO's behavior eventually causes the program to fail. In this article, the author describes four such programs, analyzes the reasons for their failure, and suggests an approach to organizational change that will reduce the credibility gap between management theory and executive behavior. [ABSTRACT FROM AUTHOR]