Hubristic leadership

Sadler‐Smith, Eugene; Robinson, Graham; Akstinaite, Vita; Wray, Tim

doi:10.1016/j.orgdyn.2018.05.007

Cited by 12 publications

(8 citation statements)

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“…This exploratory phase produced items that were general and in line with current literature. As a result, thanks to these interviews, the scale took on a structure consisting of three different dimensions "individual, situational, and relational", just like in the literature (Sadler-Smith et al, 2018).…”

Section: Focus Group Discussion (Fgds)mentioning

confidence: 99%

“…Based on the symptoms related to hubris syndrome proposed by Owen (2008), it is concluded that hubristic leadership has three sub-dimensions namely "individual", "situational" and "relational" (Sadler-Smith et al, 2018).…”

Section: Sub-dimensions Of Hlmentioning

confidence: 99%

“…The Situational Dimension of HL relates to the organization's success or performance provided by the leader and the praise for him/her from the shareholders (Sadler-Smith et al, 2018). These leaders take incessant strategic decisions or determine alternatives with extreme self-confidence and excessive ambition (Claxton, Owen and Sadler-Smith, 2015).…”

Section: Sub-dimensions Of Hlmentioning

confidence: 99%

“…The Relational Dimension of HL considers the interpersonal communication of leaders with their peers and subordinates (Sadler-Smith et al, 2018). In this sense, the leader's attitudes towards others in collaboration are one of the vital determinants in this HL dimension.…”

Section: Sub-dimensions Of Hlmentioning

confidence: 99%

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A Scale Development Study on Hubristic Leadership: A Multi-Faceted Perspective

ŞİMŞEK

Coşar

2022

PAUSBED

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It is an undeniable fact that hubristic leaders’ or executives’ over-confidence and over-ambition together with a high level of self-conceit and God-like attitudes over others (i.e., personnel, shareholders, etc.) present a danger for organizations’ ultimate performance and future success since they take systematically strategic decisions and make crucial choices incessantly. By taking all the above into account, the main goals of this study are (1) to contribute to the enhancement of literature regarding the concept of “hubristic leadership” and (2) to develop a multidimensional scale to measure “it, which has been discussed only qualitatively so far but it has not been analyzed quantitatively yet. After having a depth analysis and a closer inspection of the definitions of the construct and the compounds of its items, it is found that the construct is multidimensional comprised of (a) individual, (b) situational, (c) relational.

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Section: Focus Group Discussion (Fgds)mentioning

confidence: 99%

Section: Sub-dimensions Of Hlmentioning

confidence: 99%

Section: Sub-dimensions Of Hlmentioning

confidence: 99%

Section: Sub-dimensions Of Hlmentioning

confidence: 99%

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A Scale Development Study on Hubristic Leadership: A Multi-Faceted Perspective

ŞİMŞEK

Coşar

2022

PAUSBED

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“…A similar, tripartite, model has been used in discussions of the effectiveness or otherwise of leaders in politics and government (Sadler-Smith et al , 2018) where it is suggested that, in addition to appropriate levels of competence and capability, leadership effectiveness is, at least in part, a function of: the context within which it is exercised; the style of those exercising leadership; and the preparedness of those over whom such leadership would be exercised, to accept or to follow the leadership that is on offer. …”

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confidence: 99%

Organizations are people: reflections, obstacles and learning opportunities

Robinson

2020

TLO

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Purpose The purpose of this paper is to place the idea of the learning organization in a historical, multidisciplinary context with the aim of identifying obstacles and opportunities for its greater realization in practice. Design/methodology/approach Marking the 30th anniversary of publication of Peter Senge's “The Fifth Discipline”, the paper reflects on approaches to the study and analysis of organizations over the past century from German sociology, human relations, organization development, the learning organization to responses to the Covid-19 pandemic. Findings It is suggested that distributed leadership is critical to the realization of organizational learning and its absence is a major inhibitor of such learning. Following Argyris, it is argued that high levels of skill (personal mastery) may, in some circumstances, provide a barrier to organizational learning in the face of contextual uncertainty and change. Research limitations/implications While no specific areas of research are proposed, questions are raised which may only be answered in the wake of appropriate (interdisciplinary) research. Practical implications The reflective nature of the paper suggests that significant reform is required in the legislation that encourages short-term thinking on the part of institutional investors to the detriment of strategic thinking and long-term planning. Social implications The Covid-19 pandemic seems to have provided an opportunity to redress a perceived imbalance between traditional organizational thinking and opportunities demonstrated by effective community action, for reappraisal of organizations as communities of people as well as being formalized structures, systems and processes. Originality/value This paper seeks to synthesize diverse theories of organization with the aim of stimulating further innovation in approaches to organizational learning.

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The Political is Personal

Andrews

2024

Ministerial Leadership

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Hubristic leadership

Cited by 12 publications

References 0 publications

A Scale Development Study on Hubristic Leadership: A Multi-Faceted Perspective

A Scale Development Study on Hubristic Leadership: A Multi-Faceted Perspective

Organizations are people: reflections, obstacles and learning opportunities

The Political is Personal

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