Behavioral Governance and Self-Conscious Emotions: Unveiling Governance Implications of Authentic and Hubristic Pride

Bodolica, Virgínia; Spraggon, Martin

doi:10.1007/s10551-010-0695-7

Cited by 51 publications

(68 citation statements)

References 66 publications

(120 reference statements)

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“…This paper complements Petit and Bollaert [12], who propose developing the virtue of reverence as a personal prevention mechanism for CEO hubris, and also Park et al [8] and Bodolica and Spraggon [6], who call for alterations in corporate culture to monitor and manage CEO confidence. Our findings complement their recommendations for personal and cultural changes within the system, and suggest that developing a comprehensive monitoring environment through external institutions could effectively prevent an overconfident leader's value-destroying behaviors.…”

Section: Discussionmentioning

confidence: 63%

“…More importantly, they detail the significance of a prevention mechanism against CEO hubris, and propose that developing the virtue of reverence may prevent this hubris. Bodolica and Spraggon [6] differentiate hubristic pride from authentic pride, arguing that while people who display the former tend to view themselves as infallible, people with authentic pride are more likely to achieve positive goals. They position hubris as the "dark side" of pride, and authentic pride as the "bright side", and propose that hubris can be monitored and transformed into a more positive state through constructive feedback from peers and external intervention through training programs.…”

Section: Samplementioning

confidence: 99%

“…("Hubris" is often used interchangeably with "overconfidence" in the existing literature [2][3][4][5]. However, we use the term "overconfidence" as a subset of hubris, as the latter often includes not only a heightened sense of one's abilities, but also the notion that one is superior to others and therefore not subject to the same set of rules as others [6]). …”

Section: Introductionmentioning

confidence: 99%

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CEO Overconfidence, Leadership Ethics, and Institutional Investors

Park

Chung

2016

Sustainability

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This paper explores the influence of institutional investors' external monitoring on CEOs' overconfidence. We particularly examine institutional monitoring's influence on overinvestments by overconfident CEOs and the likelihood of appointing these overconfident CEOs to firms. The results indicate that firms with overconfident CEOs have more overinvestment, as the CEOs tend to be overly optimistic about investment opportunities and are more likely to act on them. The findings, more importantly, show that institutional monitoring mechanisms attenuate overconfident CEOs' overinvestment. However, we find that institutional monitoring is only significant when long-term and/or large institutional investors hold the firms' shares. We also discover that investors' institutional monitoring not only actively reduces a CEO's overinvestments, but also negatively influences the appointment of overconfident CEOs. Overall, our study provides insights into institutional monitoring's role in corporate governance as an effective means of preventing value-destroying behaviors by an overconfident leader and cultivating an ethical business philosophy.

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Section: Discussionmentioning

confidence: 63%

Section: Samplementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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CEO Overconfidence, Leadership Ethics, and Institutional Investors

Park

Chung

2016

Sustainability

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“…Moreover, the finding that leaders' motivation to act selflessly mediates the interactive effect of pride and moral identity on leader ethical behavior (Study 1 and 2; Hypothesis 1b) constitutes another unique contribution to the extant literature. Although we focused on leader ethical behavior in the current paper and leaders may be particularly apt to experience feelings of pride (Bodolica and Spraggon 2010), we suspect similar patterns for people who are not in a leadership position. Table 2 Summary of regression analysis for authentic pride, hubristic pride, and moral identity (MI) predicting leader ethical behavior in Study 3…”

Section: Discussionmentioning

confidence: 94%

On Ethically Solvent Leaders: The Roles of Pride and Moral Identity in Predicting Leader Ethical Behavior

et al. 2016

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The popular media has repeatedly pointed to pride as one of the key factors motivating leaders to behave unethically. However, given the devastating consequences that leader unethical behavior may have, a more scientific account of the role of pride is warranted. The present study differentiates between authentic and hubristic pride and assesses its impact on leader ethical behavior, while taking into consideration the extent to which leaders find it important to their self-concept to be a moral person. In two experiments we found that with higher levels of moral identity, authentically proud leaders are more likely to engage in ethical behavior than hubristically proud leaders, and that this effect is mediated by leaders' motivation to act selflessly. A field survey among organizational leaders corroborated that moral identity may bring the positive effect of authentic pride and the negative effect of hubristic pride on leader ethical behavior to the forefront.Keywords Authentic pride Á Hubristic pride Á Moral identity Á Leader ethical behavior A recurring theme in corporate scandals, such as those at Enron and Olympus, is that leaders were focused on personal gain, while they lost sight of the needs and interests of others (van Gils et al. 2010). This resulted in leader behavior in which the balance of ethics tipped toward egoism at the expense of altruism (e.g., Bass and Steidlmeier 1999). Behavior that demonstrates social responsiveness to the needs and interests of others is generally considered to be ethical (e.g., Eisenberg 2000; Gilligan 1982; Kant 1785/1959), 1 whereas a focus on egocentric needs and a lack of sensitivity to other people's needs is considered to be unethical (Howell and Avolio 1992). Not surprisingly, leaders' unethical behavior is associated with negative outcomes, such as employee workplace deviance (Thau et al. 2009), whereas leaders' ethical behavior is related to positive outcomes, such as increased employee job satisfaction and organizational commitment (Schminke et al. 2005). Given the broad impact that leaders may have on the collective, it is essential to understand the conditions that prompt leaders to behave ethically.Although scientific interest in ethical leader behavior has greatly intensified (e.g., Brown and Treviño 2006;Tenbrunsel and Smith-Crowe 2008;van Knippenberg et al. 2007), ethical behavior has primarily been viewed from a cognitive perspective (Haidt 2003;Reynolds 2006). Unfortunately, this cognitive perspective has been accompanied by a lack of attention to emotive determinants of ethical behavior (Reynolds and Ceranic 2007 In the current paper, we use the term ethical behavior to refer to behaviors in which the needs and interests of others are taken into consideration. As such, we adopt the term ethical behavior in our introduction and discussion section as an umbrella term for the several measures we used in the current paper: selfless behavior, honesty, and ethical leadership.

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“…caregiving and achievement). Although the loss of pride can provoke aggression (Tracy & Robins, 2004), pride is a positive emotion related to a sense of accomplishment, self-worth, purpose and the attainment of cherished goals and motivates responsible behaviour (Shariff, Tracy, Cheng, & Henrich, 2010;Tracy & Robins, 2007;Bodolica & Spraggon, 2011). Specifically, pride can strengthen self-esteem as individuals' behaviours are appreciated by others.…”

Section: Introductionmentioning

confidence: 99%

Social network usage, shame, guilt and pride among high school students: Model testing

Doğan

Çelik

Karakaş³

2016

HumanSciences

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This study was aimed at testing a model which applies structural equation modeling (SEM) to explain social networking sites (SNS) usage. Performing SEM with a sample of 500 high school students (40% male, 60% female), the model examined the relationships among shame, guilt and pride on SNS, such Facebook and Twitter. It was hypothesized that SNS usage was predicted directly by shame and indirectly by pride and guilt. The SEM showed that shame affected SNS usage directly and positively, while guilt and pride indirectly affected SNS via shame. The fit indices of SEM produced good fit values (χ2 = 0.11, df = 2, χ2/df = 0.055, p = 0.94532, RMSEA = 0.00, GFI = 1.00, AGFI = 1.00, NFI = 1.00, NNFI = 1.00, CFI = 1.00, IFI = 1.00, RMR = 0.039; SRMR = 0.0042). According to these results, high school students' feelings of shame, guilt and pride are important predictors of SNS usage.

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Behavioral Governance and Self-Conscious Emotions: Unveiling Governance Implications of Authentic and Hubristic Pride

Abstract: self-conscious emotions, behavioral governance, authentic pride, hubristic pride, decision makers,

Cited by 51 publications

References 66 publications

CEO Overconfidence, Leadership Ethics, and Institutional Investors

CEO Overconfidence, Leadership Ethics, and Institutional Investors

On Ethically Solvent Leaders: The Roles of Pride and Moral Identity in Predicting Leader Ethical Behavior

Social network usage, shame, guilt and pride among high school students: Model testing

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