Summary
Contents
Subject index
Investigating the societal, economic, financial and reputational costs of hubristic leadership, with insights into the characteristics and causes of this phenomenon, and recommended safeguards to avoid hubris from happening in the first place. As research into hubristic leadership becomes increasingly popular following recent political developments, the book adopts an inter-disciplinary approach to investigating this form of leadership. Outlining what causes hubristic leadership in the first place, the author looks at how it’s potentially destructive consequences can be anticipated and avoided through an informed stance of moderation, critical analysis and reflexivity. Examples are drawn from business and politics including the Lehmann Brothers, BP and Deepwater Horizon, Blair and Bush in the Iraq Invasion, NASA, and Donald Trump. Ideal reading for undergraduate and postgraduate students in business and management, leadership, and organizational behaviour. Check out the Hubris Hub for further information on hubristic leadership, including a regularly updated blog written by author Eugene Sadler-Smith.
Avoidance Approaches
Avoidance Approaches
Wise Warning
‘An ounce of prevention is worth a pound of cure.’ (Benjamin Franklin, 1736)
Introduction
Unintended negative consequences can arise when leaders have a false idea of their own worth and over-lofty ambitions, when they over-estimate what can go right, under-estimate what can go wrong, and display arrogance and contempt towards the advice and criticism of others. Hubristic leadership is fuelled by prior successes and praise, and it flourishes where followers conform, comply and collude, and where effective restraining forces and preventive structures are lacking.
So far this book has been about understanding the characteristics and causes and the human, economic and social costs of hubristic leadership. This final chapter will be concerned with how to contain its potentially destructive, sometimes catastrophic, consequences through ...
- Loading...