Editing Credibility (section)

==In business leadership==

According to the ''Journal of Research Technology Management'', [[Chief technology officer|Chief Technical Officers]] (CTOs), executives responsible for technologies and [[Chief executive officer|Chief Executive Officers]] (CEOs) play a major role in ensuring credibility in [[leadership]] for research and development across many companies. Uttal and the rest of the team discovered that CTO could use multiple resources to evaluate the desire for credibility and set goals for addressing the issue. The credibility of a CTO is built by acting as a “technical businessman” to make strategic decisions that advance technologies to reach the company goals. The CEO actively build credibility by consistently supporting the team, expanding the company, and establishing trust within the employees. People often assume that only the CEO has to be credible, when in fact both the CEO and CTO must establish credibility to succeed.<ref>{{Cite journal |last1=Uttal |first1=Bro |last2=Kantrow |first2=Alan |last3=Linden |first3=Lawrence H. |last4=Stock |first4=B. Susan |date=1992 |title=Building R&d Leadership and Credibility |url=https://www.jstor.org/stable/24156474 |journal=Research Technology Management |volume=35 |issue=3 |pages=15–24 |doi=10.1080/08956308.1992.11670817 |issn=0895-6308 |jstor=24156474|url-access=subscription }}</ref>

The employees view of the organization completely intervenes the positive relationship between the CEO credibility and the employee's involvement of engagement. Although the CEO's credibility positively affects employee engagement, the actual impact is exercised by the employee's view of the organization's reputation.<ref>Men, L. R. (2012) CEO credibility, perceived organizational reputation, and employee engagement. Public Relations Review, 38(1), 171–173. {{doi|10.1016/j.pubrev.2011.12.011}}.</ref>