CEOs with uncommon names implement unconventional strategies, says study

"Using 19 years of data on 1,172 public firms, we show that firms' distinctive strategies are systematically linked to their CEOs' uncommon names," write the authors of a new study published in Strategic Management Journal. The reason? People with "uncommon names tend to have a selfconception of being different from their peers."

From the report's managerial summary

Using 19years of data on 1,172 public firms, we show that firms' distinctive strategies are systematically linked to their CEOs' uncommon names. Psychological studies suggest that individuals with uncommon names tend to have a selfconception of being different from their peers. Although many people may not have the confidence to exhibit how unique they believe themselves to be, CEOs do-they are generally confident individuals. It is thus predicted that CEOs with more uncommon names tend to pursue strategies that deviate more from their peer firms'. This pattern is even clearer when CEOs have a higher level of confidence, possess greater power, and operate businesses in an environment with more growth opportunities. Looking for unconventional leaders? You can often tell by their names.