The effect of CEO power depends ultimately on how it is used (i.e., a CEO’s approach to power use), which may vary from one CEO to another. Notwithstanding extensive research on the effect of CEO power on organizational outcomes, researchers have thus far paid very limited attention to how the effect depends on individual differences. In this study I propose a new construct of CEO self-discipline in power use—defined as a CEO’s appeared conformance to the prescribed leadership norms (in particular, norms regarding how leaders should use their power)—and examine how it moderates the effect of CEO power. With a longitudinal dataset from the U.S. computer hardware and software industries, I found that CEO self-discipline in power use weakened the positive effect of CEO power on performance extremeness and improved the effect of CEO power on firm performance.

CEO 权力的影响最终取决于它的使用方式（即 CEO 使用权力的方法），这可能因 CEO 的不同而不同。尽管对 CEO 权力对组织结果的影响进行了广泛的研究，但迄今为止，研究人员对这种影响如何取决于个体差异的关注非常有限。在这项研究中，我提出了一个新的 CEO 自律在权力使用中的构建——定义为 CEO 似乎符合规定的领导规范（特别是关于领导者应该如何使用他们的权力的规范）——并研究它如何调节自律的影响CEO权力。使用来自美国计算机硬件和软件行业的纵向数据集，