Hubristic Start‐up Founders – The Neglected Bright and Inevitable Dark Manifestations of Hubristic Leadership in New Venture Creation Processes

Sundermeier, Janina; Gersch, Martin; Freiling, Jörg

doi:10.1111/joms.12604

Cited by 38 publications

(48 citation statements)

References 63 publications

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“…Furthermore, when facing risky environments with high levels of uncertainty, narcissistic entrepreneurs can rely on these positive traits to convey psychological security to their team members by encouraging them to transform uncertainty into opportunity. This will strengthen the team members' trust and support for the narcissistic entrepreneur, which, in turn, facilitates the latter's ability to exploit high-quality social relationships characterized by trust and commitment to acquire the team members' resources (Sundermeier et al, 2020). However, this advantage is not sustainable, as the interactions evolve over time.…”

Section: Narcissism and Resource Acquisitionmentioning

confidence: 99%

Narcissism and Entrepreneurship: A Systematic Review and an Agenda for Future Research

et al. 2021

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Although narcissism is an important factor influencing entrepreneurial activity and outcomes, not much research has been conducted on the relationship between narcissism and entrepreneurship. To summarize the current literature on this relationship and provide an agenda for further in-depth research, a systematic review was conducted based on the PRISMA guidelines using Web of Science, Elsevier ScienceDirect, and EBSCO host databases. Accordingly, 33 articles have been identified as being eligible for the final synthesis. The findings of the present study showed, in general, that (1) life history theory, person-environment fit theory (P-E theory), and career choice theory were mostly used to explore the topic of narcissism and entrepreneurial intention, social exchange theory was used to analyze narcissistic entrepreneurs' entrepreneurial motives and attitudes, and upper echelons theory (UET) was applied to research on the relationship between narcissism and entrepreneurial outcomes, (2) Narcissistic Personality Inventory (NPI) and narcissistic sub-dimension of the Dark Triad were frequently used self-report scales among 23 identified empirical studies, and (3) narcissism has both bright and dark sides to entrepreneurial activities and outcomes. While narcissism makes potential entrepreneurs have higher entrepreneurial intentions and greater willingness to take risks, it also prevents entrepreneurs from discovering opportunities, acquiring resources, and learning from failure. Besides, results also showed that relations between narcissism and entrepreneurial intentions and performance are more complex. For a deeper understanding of this complex relations and advancing research on narcissism and entrepreneurship, more research is necessary to explore the relations between narcissism and entrepreneurship-related variables from a temporal perspective and at the team level, examine the relationship between narcissism and entrepreneurship ethics, and investigate the interaction effects of narcissism and other personalities.

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Section: Narcissism and Resource Acquisitionmentioning

confidence: 99%

Narcissism and Entrepreneurship: A Systematic Review and an Agenda for Future Research

et al. 2021

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“…Tomasz Kafel, Bernard Ziębicki / and Jörg Freiling, see the need to continue research into the attributes of emotions of managers and management teams (Sundermeier, 2020). These factors play an important role in the case of exploratory turns related to the dominant logic.…”

Section: Journal Of Entrepreneurship Management and Innovationmentioning

confidence: 99%

Dynamics of the evolution of the strategic management concept: From the planning school to the neostrategic approach

Kafel¹,

Ziębicki²

2021

JEMI

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Purpose: Strategic management has been developing in business theory and practice for over 50 years. Presently, it constitutes the main area of research interest in management science. The contemporary conditions of business operations create new challenges for strategic management, such as the use of dynamic capabilities in strategy building, relational strategies, networking of organizations, technology development and automation of processes, and global strategies. These challenges are often referred to as neostrategic management. The purpose of this publication is to present the findings of research concerning new strategic management concepts and challenges. Methodology: The main research method of this article was a narrative literature review. On the basis of the research, the development of the concepts as well as contemporary trends and challenges of strategic management were characterized. There is also a synthesis of the problems and research results presented in the articles in this special issue of JEMI. Findings: Various schools and approaches to strategy formulation have been created. They indicate different factors that allow for success in strategic management such as: setting long-term goals, selection of programs and their execution plans (planning school); connection of the enterprise with the environment (evolutionary school); focusing attention on competitive advantage and achieved performance (position-based school); focus on one’s own resources and competences (resource school); use of opportunities and creating innovation (simple rules school); selection of the best option and orientation in business management (real options school); or eclectic perspectives, integrating the listed approaches. The strategic management concept has two dimensions. The first dimension is related to the emergence of subsequent, new strategic management concepts, which often hark back to the previous schools and approaches. The second dimension of development applies to operationalization and adjustment of the previous concepts to the changing conditions. Implications for theory and practice: The paper characterizes the research results presented in the articles included in this JEMI issue. They deal with various problems and challenges in the field of strategic management, such as the relationship between market dynamics, market orientation and performance of enterprises; the innovativeness of companies as a contemporary strategic orientation of companies; the strategy implementation and the management of the organization change; problems of strategic management of the development of the city. Originality and value: The problems presented in the study relate to challenges and new concepts in strategic management. They enrich the existing knowledge on the development of strategic management, and also create inspiration for further research in this area.

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“…Hubris, defined as excessive pride or an arrogant state of self-confidence (Trumbull, 2010), is typically studied at the micro-level in management research. For instance, researchers have extensively examined the individual hubristic behaviors of managers and CEOs (Hayward and Hambrick, 1997;Hollow, 2014;Kets de Vries, 1990;Petit and Bollaert, 2012), entrepreneurs (Haynes et al, 2015;Hayward et al, 2006Hayward et al, , 2010Sundermeier et al, 2020) and politicians (Ronfeldt, 1994;Russell, 2011;Owen and Davidson, 2009;Sadler-Smith et al, 2017). This fixation on leaders' hubris led Bollaert and Petit (2010) to suggest management researchers have succumbed to a "hubris fascination" and they urged scholars to use more imaginative ways to study organizational phenomenon.…”

Section: Micro-levelmentioning

confidence: 99%

“…Following this advice, Asad and Sadler-Smith (2020) conducted a micro-level study noting that narcissistic and hubristic leaders relate to power in fundamentally different ways: hubrists are intoxicated by success and achieving position of power while narcissists use power for reaffirmation and self-aggrandizement. Other recent micro-level hubris studies, such as Zeitoun et al (2019) and Sundermeier et al (2020) also adopt a different tactic, noting that there can be a "bright side" to leader hubris that is not often investigated such as creativity, vision and resilience.…”

Section: Micro-levelmentioning

confidence: 99%

Psychodynamics of imagination failures: Reflections on the 20th anniversary of 9/11

Fraher¹

2021

Management Learning

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This article aims to advance the psychodynamic understanding of imagination failures by studying lessons learned in the US government’s public inquiry into September 11th, 2001 (9/11). Analyzing the findings of The 9/11 Report, I theorize that two forms of macro-level hubris—America’s “hubris of empire-building” and Al Qaeda’s “hubris-nemesis complex”—amalgamated in a uniquely generative manner leading to events on 9/11. Previous studies of public inquiries often demonstrate that inquiry reports are monological story-telling performances used to create sense-making narratives that function hegemonically to impose a simplified version of reality to assign blame and depoliticize events in order to facilitate closure after shocking events. In contrast, findings here suggest that by constructing a critical narrative, The 9/11 Report may serve as a new type of public inquiry report that invites learning about the complex factors that underpin crisis. The article concludes by identifying fruitful areas of future research and ways to theorize further about the collective psychodynamics of macro-level hubris and the psychodynamic factors that hinder learning and contribute to imagination failures.

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Hubristic Start‐up Founders – The Neglected Bright and Inevitable Dark Manifestations of Hubristic Leadership in New Venture Creation Processes

Cited by 38 publications

References 63 publications

Narcissism and Entrepreneurship: A Systematic Review and an Agenda for Future Research

Narcissism and Entrepreneurship: A Systematic Review and an Agenda for Future Research

Dynamics of the evolution of the strategic management concept: From the planning school to the neostrategic approach

Psychodynamics of imagination failures: Reflections on the 20th anniversary of 9/11

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