Differentiating leader hubris and narcissism on the basis of power

Abstract

Hubris and narcissism overlap, and although extant research explores relationships between them in terms of characteristics, attributes, and behaviours, we take a different view by analysing their differences in relation to power and leadership. Drawing on a psychology of power perspective, we argue that narcissistic and hubristic leaders relate to and are covetous of power for fundamentally different reasons. Using the metaphor of intoxication, hubrists are intoxicated with positional power and prior success, but for narcissists, power facilitates self-intoxication and represents a means of maintaining a grandiose self-view. Unbridled hubris and narcissism (i.e. searching for and facilitated by unfettered power) have important ramifications for leadership research and practice. Leadership discourse, preoccupied with and predicated on positive aspects of leadership, should assess these two potent aspects of leadership because misuse of power by hubristic and narcissistic leaders can create conditions for, or directly bring about, destructive and sometimes catastrophic unintended outcomes for organizations and society.

The Influence of CEO Hubris on Firm Performance in Indonesia: The Moderating Effects of CEO Power and Board Vigilance

“…Although narcissistic CEOs were found to be highly dependent on media and social praise, it is a personality trait that differs from the cognitive bias (Asad and Sadler-Smith, 2020;Chatterjee and Hambrick, 2007;H. Park and Yoo, 2017).…”

“…A CEO's power specifically refers to an executive's ability to exert his/her authority and thus influence the board of directors and the whole firm (Asad and Sadler-Smith, 2020;Koo and Park, 2018). CEOs are granted their powers through their position in the firm and their high level of authority and ownership (i.e legitimate power), their expertise in management (i.e expert power), and their reputation in an institutional setting (i.e prestige power) (Asad and Sadler-Smith, 2020;Kinicki and Fugate, 2018). As the firm's performance is a reflection of its executives, powerful CEOs accordingly experience more success (Asad and Sadler-Smith, 2020;Hambrick and Mason, 1984).…”

“…CEOs' hubris is characterized by excessive overconfidence that develops from the media's praise, successful experiences, and self-confidence (Asad and Sadler-Smith, 2020;Hayward and Hambrick, 1997;H. Park and Yoo, 2017;Petit and Bollaert, 2012).…”

“…Park and Yoo, 2017;Petit and Bollaert, 2012). CEOs' hubris significantly affects strategic decisions, in which CEOs overestimate their abilities and manipulate the decision-making process (Asad and Sadler-Smith, 2020;Cormier et al, 2016). A proven and effective way to mitigate hubris is through board vigilance (Hayward and Hambrick, 1997;J.…”

‘Only Connect!’: Exploring the Critical Dialectical Turn in Leadership Studies

“…This, in turn, can inform a failure to consult – even a disregard for others’ views – and a desire to hold onto power even when support for a leader has faded. Power can be intoxicating (Owen, 2012; Owen & Davidson, 2010) in ways that encourage leaders to be more impulsive, less risk aware and less empathetic (Asad & Sadler-Smith, 2020), unable or unwilling to appreciate other people’s point of view (Useem, 2017).…”