The dark and bright sides of hubris

Conceptual implications for leadership and governance research

Bibliographic Data

ID12882755
AuthorsHossam Zeitoun (0000-0001-7857-1995, University of Warwick), Donald Nordberg (0000-0003-0857-7106, Bournemouth University, corresponding author), Fabian Homberg (0000-0002-5119-2685, Libera Università Internazionale degli Studi Sociali Guido Carli)
Year2019
Volume15
Issue6
Pages647-672
Publication date2019-05-07
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueLeadership (JOURNAL)
Journal identifiersISSN: 1742-7150 • E-ISSN: 1742-7169
PublisherSAGE Publishing (PUBLISHER • US)
DOI10.1177/1742715019848198
OpenAlexW2941527838
LanguageEN
Citations received6
References cited122

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

CLARITY · Construct (python library · Corporate governance · Economics · Great Rift · Hubris · Management · Political science · Public relations · Scope (computer science · Sociology · History, Medicine, and Leadership · Management and Organizational Studies

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