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      Hubristic leadership: A review

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      Leadership
      SAGE Publications

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          Abstract

          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.

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          Diagnostic and Statistical Manual of Mental Disorders

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            UPPER ECHELONS THEORY: AN UPDATE.

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              The Psychological Meaning of Words: LIWC and Computerized Text Analysis Methods

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                Author and article information

                Journal
                Leadership
                Leadership
                SAGE Publications
                1742-7150
                1742-7169
                November 2017
                December 12 2016
                November 2017
                : 13
                : 5
                : 525-548
                Affiliations
                [1 ]Surrey Business School, University of Surrey, UK
                Article
                10.1177/1742715016680666
                538b5e66-5241-4ca9-8a72-ada58cf878dd
                © 2017

                http://journals.sagepub.com/page/policies/text-and-data-mining-license

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