The Dark Side of Transformational Leadership: Hubristic Syndrome

Hubristic Syndrome

Read 15 Must-Have Qualities Of A Good Leader

There is very few research on the dark side of transformational or charismatic leadership, Hubristic Syndrome being the major dark side and the one with the most dangerous consequences for the respective leader’s environment. Particularly in the current age of uncertainty and unpredictability and thus constant crises, hubristic leaders flourish deceiving with their charisma people who are scared and do not wish to think critically and independently or are unable to do so due to their limited erudition. Such leaders are strongly interested in containing man-made volatility, uncertainty, complexity, and ambiguity (or the abbreviation VUCA born in military circles and then adopted by the business world (Kinsinger, P., & Walch, K., 2012)). Fuelled by the drug of power, hubristic leaders spread the cancer of their unsaturated ego among their organizations, communities, and countries. Maybe the time has come to become cautious about transformational and charismatic leadership, which was born for good but seems to be increasingly abused. If something derails too strongly out of balance in nature, it often leads to natural disasters. Let’s not let it arrive at the point of no return.

References

  • Antonakis, J. (2012). Transformational and Charismatic Leadership.The Nature of Leadership. pp. 256–289. Los Angeles: Sage.
  • Antonakis, J., Bastardoz, N., Jacquart, P., & Shamir, B. (2016). Charisma: An Ill-Defined and Ill-measured Gift. Annual Review of Organizational Psychology and Organizational Behavior. 3. Retrieved from https://serval.unil.ch/resource/serval:BIB_43EBA02BAD5E.P001/REF
  • The British Psychological Society. (2017). Psychology at work: Improving wellbeing and productivity in the workplace. Leicester: The British Psychological Society. 
  • Garrard, P. (Ed.). (2018). The Leadership Hubris Epidemic: Biological Roots and Strategies for Prevention. London: Palgrave McMillan.
  • Garrard, P., Rentoumi, V., Lambert, C., & Owen, D. (2013). Linguistic biomarkers of Hubris syndrome. Cortex. pp. 1–15. Retrieved from http://www.lorddavidowen.co.uk/wp-content/uploads/2013/10/PGarrardpaper.pdf 
  • Jonas, K., Stroebe, W., & Hewstone, M. (2014). Sozialpsychologie. Berlin: Springer.
  • Kinsinger, P., & Walch, K. (2012). Living and Leading in a VUCA World. Retrieved from
  • Mhatre, K. H. & Riggio, R. E. (2014). Charismatic and Transformational Leadership: Past, Present, and Future. In Day, D. V. (Ed.). The Oxford Handbook of Leadership and Organizations. doi: 10.1093/oxfordhb/9780199755615.013.012
  • Owen, D. (2006). Hubris and Nemesis in Heads of Government. Journal of the Royal Society of Medicine. 99(11). pp. 548–551. doi: 10.1258/jrsm.99.11.548
  • Owen, D. & Davidson, J. (2009). Hubris syndrome: An acquired personality disorder? A study of US Presidents and UK Prime Ministers over the last 100 years. Brain, 132(5), pp.1396–1406. Retrieved fromhttps://academic.oup.com/brain/article/132/5/1396/354862
  • Rodgers, C. (2011). Hubris Syndrome: An emergent outcome of the complex social process of everyday interaction? Retrieved from https://pdfs.semanticscholar.org/159c/9950f273120736ce71412793b1c5bcf1b797.pdf
  • Tourish, D. (2018). Dysfunctional Leadership in Corporations. In Garrard, P. (Ed.), The Leadership Hubris Epidemic: Biological Roots and Strategies for Prevention (pp.137–162). London: Palgrave McMillan.

Hubristic Syndrome pin
Scroll to Top