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The dark and bright sides of hubris: Conceptual implications for leadership and governance research.

Zeitoun, H., Nordberg, D. and Homberg, F., 2019. The dark and bright sides of hubris: Conceptual implications for leadership and governance research. Leadership, 15 (6), 647-672.

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Official URL: https://journals.sagepub.com/home/lea

DOI: 10.1177/1742715019848198

Abstract

Hubris among corporate leaders has recently gained much academic attention, with strategy and corporate governance research focusing mainly on negative aspects, such as overreach by strategic leaders during acquisitions. However, adjacent disciplines including entrepreneurship and innovation identify positive consequences too. How comparable are these findings? Appraising the conceptual and methodological approaches, we find that while the hubris concept has many strengths, several challenges remain. We suggest conceptual and empirical research directions aimed at increasing construct clarity, validating the hubris construct, and extending the scope of hubris research. We also propose that research with boards and top management teams can help clarify how they make decisions to cope with the “dark side” of hubris without suppressing “bright side” outcomes.

Item Type:Article
ISSN:1742-7150
Uncontrolled Keywords:hubris; overconfidence; board monitoring; construct clarity; mergers and acquisitions
Group:Faculty of Management
ID Code:32167
Deposited By: Unnamed user with email symplectic@symplectic
Deposited On:15 Apr 2019 13:15
Last Modified:01 Oct 2019 09:50

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