Hubristic leaders over-estimate significantly their own abilities and believe their performance to be superior to that of others; as a consequence, they make over-confident and over-ambitious judgements and decisions. The fact that hubristic leaders tend to be resistant to criticism, and invulnerable to and contemptuous of the advice of others further compounds the problem. In this article, we review conceptual, theoretical and methodological aspects of hubristic leadership research. We examine hubristic leadership from two standpoints: first, from a psychological and behavioural perspective, we review hubris in terms of over-confidence and its relationship to core self-evaluation and narcissism; second, from a psychiatric perspective, we review hubris as an acquired disorder with a distinctive set of symptoms (Hubris Syndrome), the onset of which is associated with the acquisition of significant power. In doing so, we draw distinctions between hubris and several related constructs, such as over-confidence, narcissism, core self-evaluation and pride. Methodologically, we review how hubris and Hubris Syndrome can be recognised, diagnosed and researched, and we explore some of the unique challenges and opportunities hubris research presents. We conclude by offering some directions for future inquiry and recapitulate the practical and pedagogical significance of this vitally important but under-researched leadership phenomenon
This paper explores the potential of machine learning for recognizing and analysing linguistic markers of hubris in CEO speech. This research is based on three assumptions: hubris is associated with potentially destructive leader behaviours; linguistic utterances are a way of distinguishing between leaders who are likely to exhibit such behaviours; identifying hubris at‐a‐distance using machine learning techniques provides a reliable, automated and scalable method for the identification and prevention of destructive outcomes emanating from CEO hubris. Using machine learning techniques, we analysed spoken utterances from a sample of hubristic CEOs and compared them with non‐hubristic CEOs. We found that machine learning algorithms have the ability to identify automatically hubristic versus non‐hubristic speech patterns. One of the main implications of this study is building a foundation for future studies that are interested in the application of machine learning in the fields of hubristic and other forms of destructive leadership, and in the study of the role that language plays in management and organizations more generally. We discuss the implications of automated data extraction and analysis for the prediction of CEOs’, and other employees’, category membership, intentions and behaviours. We offer recommendations for how hubristic and destructive leadership in organizations can be managed and curtailed more effectively, thereby obviating their negative consequences.
This article is about how hubris, individually and collectively, has contributed to the climate emergency and how an environmental ethic of humility could play an ameliorating role in the crisis. It focuses on the relationship between virtue ethics and the natural environment, and it argues that a collective “human hubris” (“The Problem”) has contributed significantly to anthropogenic climate change and that a “humility-based approach” toward the environment that entails an appreciation of humanity’s proper place in the natural order (“A Solution”). In it, we combine theories from the social and environmental sciences to propose an environmental ethic of humility as an “antidote” to human hubris by which leaders and other stakeholders could steer institutions, organisations, and behaviour towards environmental virtuousness. We also suggest the environmental ethic of humility as a benchmark against which stakeholders could be held to account for the environmental impacts of their actions. The article discusses the implications of hubris and humility in the areas governance, consumer behaviour, reputation, learning and education, accountability, and critical reflexivity.
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