Differentiating leader hubris and narcissism on the basis of power

Leadership ◽  
2020 ◽  
Vol 16 (1) ◽  
pp. 39-61 ◽  
Author(s):  
Sarosh Asad ◽  
Eugene Sadler-Smith
Keyword(s):  
Research And Practice ◽  
Positional Power ◽  
Leadership Research ◽  
Leadership Discourse

Hubris and narcissism overlap, and although extant research explores relationships between them in terms of characteristics, attributes, and behaviours, we take a different view by analysing their differences in relation to power and leadership. Drawing on a psychology of power perspective, we argue that narcissistic and hubristic leaders relate to and are covetous of power for fundamentally different reasons. Using the metaphor of intoxication, hubrists are intoxicated with positional power and prior success, but for narcissists, power facilitates self-intoxication and represents a means of maintaining a grandiose self-view. Unbridled hubris and narcissism (i.e. searching for and facilitated by unfettered power) have important ramifications for leadership research and practice. Leadership discourse, preoccupied with and predicated on positive aspects of leadership, should assess these two potent aspects of leadership because misuse of power by hubristic and narcissistic leaders can create conditions for, or directly bring about, destructive and sometimes catastrophic unintended outcomes for organizations and society.

scholarly journals Validation of a German Version of Kelley’s (1992) Followership Questionnaire

2021 ◽  
pp. 1-13
Author(s):  
Mirko Ribbat ◽  
Stefan Krumm ◽  
Joachim Hüffmeier
Keyword(s):  
Critical Thinking ◽  
Psychometric Properties ◽  
German Version ◽  
Active Engagement ◽  
Factorial Structure ◽  
Research And Practice ◽  
German Speaking ◽  
Leadership Research

Abstract. While most leadership research takes the perspective of leaders influencing their followers, more recent research focused on the question how followers may influence their leaders. Kelley’s (1992) followership questionnaire was the first to assess followership behavior. To provide a basis for further research on followership in German-speaking countries, we conducted two studies to establish the psychometric properties of a German version of Kelley’s questionnaire. In Study 1, we explored the factorial structure of our translation in a heterogeneous employee sample ( N = 451). In Study 2, we tested for convergent, discriminant, and criterion-related validity in another heterogeneous employee sample ( N = 413). The results indicate satisfactory psychometric properties for two followership dimensions (i.e., active engagement and independent, critical thinking). Correlations of these two followership dimensions with other constructs were mostly in line with our expectations. We discuss the usefulness of the German followership questionnaire for research and practice.

The Future Agenda for International Leadership Research and Practice

2021 ◽  
pp. 537-556
Author(s):  
Arkadiusz Mironko ◽  
Rosemary Muriungi ◽  
Anthony Scardino
Keyword(s):  
International Leadership ◽  
Research And Practice ◽  
The Future ◽  
Leadership Research

scholarly journals Leadership as an art: an enduring concept framed within contemporary leadership

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jay L. Caulfield ◽  
Felissa K. Lee ◽  
Bret A. Richards
Keyword(s):  
Common Good ◽  
Design Methodology ◽  
Social Problems ◽  
Daily Basis ◽  
Content Type ◽  
Research And Practice ◽  
The Common Good ◽  
Power Base ◽  
The Common ◽  
Leadership Research

PurposeThe aim of this viewpoint paper is to refine the meaning of “leadership as an art” in the context of wicked (complex) social problems and in the realm of contemporary leadership research and practice.Design/methodology/approachIn this paper we explore the meaning of “leadership as an art,” a concept often alluded to but rarely defined concretely. The authors examine the concept by comparing artistic and scientific knowledge paradigms, identifying descriptors of the “leadership as art” concept appearing in the literature and illustrating key attributes of the “leadership as art” concept with real-world examples.FindingsLeadership as an art is conceptualized as empathetically engaging and normatively uniting people in a vision to promote the common good through collectively formulating an understanding of a complex social problem and its resolution that when courageously and creatively pursued has the potential to make an extraordinary contribution to humanity.Social implicationsThe magnitude and complexity of social problems impact communities on a daily basis, making them worthy of attention. History has demonstrated that practicing leadership as an art from a normative power base has the potential of uniting diverse collectives in creatively resolving wicked social problems for the benefit of the common good.Originality/valueAlthough leadership as an art has been discussed in the literature over several decades, the term has not been positioned explicitly within contemporary leadership in the context of resolving complex social problems within social networks.

Conceptualizing Practitioner-Scholarship for Educational Leadership Research and Practice

2016 ◽  
Vol 12 (1) ◽  
pp. 3-25 ◽  
Author(s):  
Chad R. Lochmiller ◽  
Jessica Nina Lester
Keyword(s):  
Educational Leadership ◽  
Recent Literature ◽  
Learning Orientation ◽  
Leadership Programs ◽  
Research Experiences ◽  
Leadership Practice ◽  
Research And Practice ◽  
Problems Of Practice ◽  
Leadership Research

In this conceptual article, we draw upon recent literature to describe the theoretical, epistemological, and methodological anchors that can inform a working conception of practitioner-scholarship. We position practitioner-scholarship at the intersection of an individual’s work as a practitioner and researcher, wherein a practitioner focuses on understanding localized problems of practice through in-depth inquiry. Through our discussion, we highlight three implications for leadership programs. First, practitioner-scholarship demands that all program faculty take a learning orientation. Second, research experiences provided to students should be immersed in leadership practice and directly situated within schools and districts. Third, we advocate increased consistency, rigor, and theoretical depth in methods training for educational leadership students.

Location, Language, Location: Toward a Better Understanding of Leader-Performance Relations

2014 ◽  
Vol 7 (2) ◽  
pp. 195-198 ◽  
Author(s):  
Tyree D. Mitchell ◽  
Annette J. Towler
Keyword(s):  
Research And Practice ◽  
Leader Performance ◽  
Leadership Research

Lord and Dinh (2014) raise a number of important points that need to be considered in development of leadership research and practice. There are three main issues that we wish to address to support and develop their statements.

Sign in / Sign up

Export Citation Format

Share Document