Hubris Syndrome Research Articles

DETERMINATION OF THE HUBRIS SYNDROME LEVELS OF AMATEUR FOOTBALL PLAYERS – SAMPLE OF KAYSERİ PROVINCE, TURKEY

The aim of this research is to examine the hubris syndrome levels of individuals playing amateur football in Kayseri in terms of various variables. A total of 298 randomly selected individuals who were athletes in amateur football clubs in Kayseri province participated in the study voluntarily. In the study, the “Hubris Syndrome in Sport Scale” developed by Tutar and Nacar (2022) and the personal information form prepared by the researchers were used as data collection tools. The personal information form consists of 4 questions asked to obtain information about the age, league level, football playing history (years) and position of the participants. Statistical analyses of the data obtained were made with the SPSS 27.0 package program. Personal information about the candidates, inventory total scores and factor scores were given by determining frequency (f) and percentage (%) values. One-way analysis of variance (LSD) test statistics was used to compare the scores obtained from the scales. As a result, while a significant difference was found in the variables of soccer playing history (years) and position played (p<0.05), no significant difference was found in the variables of age and league level played (p>0.05). When the general hubris syndrome levels of the football players were examined, it was determined that the sub-dimension scores of self-importance and holding oneself superior to others were below the average, while the self-confidence sub-dimension scores were above the average.<p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/soc/0777/a.php" alt="Hit counter" /></p>

Organizational Effects of the Hubris Syndrome and the Ways of Solution

Hubris syndrome is defined as a managerial disease caused by the power possessed by people in managerial positions, and gives rise to positive and negative outcomes in organizations. For this purpose, the banking sector was chosen as the research area due to the fact that banking sector is one of the areas where the hubris syndrome can most commonly be seen due to the known characteristics of the sector such as tough working conditions and working goals. Data were obtained via interviews carried out with 12 managers working in the field of banking with a semi-structured interview form using the phenomenology experience research pattern, which is one of the qualitative research models. Maxqda 2022 data analysis software was used for data analysis. Study results according to data received from managers revealed that the characteristics of people suffering from hubris syndrome are seeing oneself as perfect and superior, believing that anything can be done with authority, the utopical goals given to lower-level employees and disregarding opinions of others. The reasons for the emergence of the syndrome are the problems in the institutional structure and functioning, bullying and exclusion experienced in the past and the lack of clarity about the authority and responsibilities of people within the organization. When the organizational impacts of Hubris syndrome are taken into account, two types of impacts are observed, such as the impacts on the organization and the impacts on the employees. People with the hubris syndrome harm the organization, prevent the emergence of new ideas and decrease the motivation of employees.

A HISTORY OF "HUBRIS" AND "NARCISSISM" IN WAR CONFLICTS, PUBLIC HEALTH AND SOCIO-ECONOMIC CRISIS.

It has been recently supported that current war conflict precipitated in Ukraine is the byproduct of Vladimir Putin's succumbing to this gross personality distortion caused by extreme power that has been identified by Owen as "The Hubris Syndrome". Discussion on diagnostic criteria for the demonstration of Hubris Syndrome (HS) in political leaders as well as on further elaboration of the proposed factors that predispose to, or prevent from, the exacerbation of this Syndrome comprises both scientific interest and responsibility for prosocial political behavior. Given the increased complexity that globalization entrains in every crisis that arises in an era of concomitant bio-psychological, socio-economic and warlike threats, we perceive in a more intense way the assumption that HS may never be medically treated and only the enhancement of our democratic reflexes may protect us from leaders whose hubristic personality traits entice them to adopt immature coping mechanisms.

Hubris syndrome and technologies of delegitimation of power

The authors refer to the concept of hubris syndrome, introduced into political lexicon in the 2010s by D. Owen, and understood as a specific disease of “people of power.” The hypothesis of the study is that the attribution of hubris syndrome to a leader by the media and within expert discourse is not based on objective criteria, but is manipulative in nature and is determined by the degree of “perverseness of the political course” in terms of its compliance or non-compliance with universal democratic values. The article reveals the mechanisms of delegitimization of power through the assignment of a number of characteristics to it within the framework of hubris syndrome. As the analysis shows, hubris syndrome is an exclusively political construction, which is broadcast to the general public as a medical concept. Arguments about hubris syndrome are always built on the basis of the oppositional pair “democracy – authoritarianism / tyranny”, as it is understood that democratic regimes themselves, due to their immanent properties (multi-stage institutions of control, change of power, openness, etc.), usually prevent the development of hubris. Reversely, authoritarian and tyrannical regimes automatically turn out to be hubristic ones, which allows democratic regimes, by the right of moral superiority, to correct them in different ways that may even lead to intervention and interference. This scheme finds a historical analogy to the application of the concept of civilizational peoples and states in the civilization/barbarism dichotomy in the 18th-19th centuries, which played a similar function for the West, as described by S. Huntington. The discrepancy between the formal definition of hubris syndrome and the use of the concept in politics is obvious. A highly manipulative construct embodies the tactics of de-legitimization of a political leader if he/ she ceases to comply with the norms of a certain cultural and historical chronotope. The authors draw attention to the specific linguistic markers of hubris syndrome in political communication and the ways in which any politician whose speech contains these units can be declared suffering from hubris syndrome.

Animal spirits, hubris, narcissism: Behavioural determinants of merger and acquisition outcomes

This paper draws upon the animal spirit, hubris, and narcissism theories to conduct an empirical study investigating the behavioural determinants influencing mergers and acquisitions (M&A). While M&A transactions have shown a trend of value destruction for acquiring firm shareholders, they have simultaneously demonstrated value enhancement for shareholders of the acquired firms. The repercussions of this value erosion extend beyond shareholders, impacting pension funds, employees, customers, suppliers, government tax revenues, and banks within the economy. Utilising a long-event window methodology, the research examines cumulative abnormal returns (CARs) for acquirers’ shareholders over a three-year post-completion period, focusing on Australian acquisitions from 1990 to 2006. The findings highlight animal spirit, hubris, and narcissism as significant behavioural determinants shaping M&A outcomes, thereby contributing to the ongoing discourse on hubris and hubris syndrome in M&A, with a suggestion that narcissism may be more prevalent than hubris. Additionally, the study identifies the joint tenure period of the Chairman and Chief Executive Officer (CEO) in the acquiring firm as a statistically significant factor contributing to acquiring firm shareholder value in M&A activities. Notably, a significantly negative correlation between CEO remuneration change and M&A outcomes is found. The paper recommends enhanced transparency for remuneration and nominations committees to address corporate governance issues raised by the study.

Strongman leadership and the limits to international cooperation

AbstractExtensive institutional and policy change is necessary for the values of co‐operation and constructive dialogue in international relations to be restored in the current context of the declining world order. But that alone is not sufficient. We also need behavioural changes in the world's top leaders. Hypermasculine and hubristic performance in strongman leader behaviour have consequences for stable world order. While there is robust research on corporate leadership, similar research focusing on the personal socio‐psychological agency of strongman leaders in international relations is in its infancy. This paper uses the psychoanalytic frameworks: of narcissism and hubris syndrome to focus on the styles and practices of strongman leadership in international relations. The cognitive behavioural practices of this kind of leadership on co‐operation and dialogue reflect a set of gender‐performative, hypermasculine practices. While this is not an exercise in feminist scholarship, it is our analytical and not very subtle normative and prescriptive conclusion that any reform of international co‐operation will be greatly limited without a greater gendered understanding and practice of power, if we are to combat the all too easily condoned rebarbative behaviour of strongman leaders in international relations.

THE RELATIONSHIP BETWEEN MERCY AND HUBRIS SYNDROME IN ATHLETES

THE RELATIONSHIP BETWEEN MERCY AND HUBRIS SYNDROME IN ATHLETES

Hybris Syndrome as a Danger of Power

In the specialized literature, the Hybris Syndrome and the paradox of power are described as characteristics of authoritarian power, which have negative repercussions on society or the organization. Being, in fact, imminent characteristics of any power, within the authoritarian leadership style, it manifests itself most intensely. The phenomena of power paradox and Hubris Syndrome are important for the study of authoritarian thinking and behaviour, as they allow us to understand the mental and attitudinal factors that influence the formation of authoritarian leadership styles. The Hybris Syndrome is an occupational hazard that affects all leaders, whether they are managers, soldiers, politicians or scientists. The feeling of omnipotence and impunity can occur in leaders of any level and in any field of activity, but the risk increases with the rise in the hierarchical ladder and with the increase in the duration of the person's position.

The Hungarian hubris syndrome.

Powerful figures, such as politicians, who show a behavioural pattern of exuberant self-confidence, recklessness, and contempt for others may be the subject of the acquired personality disorder, the hubris syndrome, which has been demonstrated to leave its mark on speech patterns. Our study explores characteristic language patterns of Hungarian prime ministers (PMs) with a special emphasis on one of the key indicators of hubris, the shift from the first person "I" to "we" in spontaneous speech. We analyzed the ratio of the first-person singular ("I") and plural ("we") pronouns and verbal inflections in the spontaneous parliamentary speeches of four Hungarian PMs between 1998-2018. We found that Viktor Orbán during his second premiership (2010-2014) used first person plural relative to singular inflections more often than the other three PMs during their terms. Orbán and another Hungarian PM, Ferenc Gyurcsány, who were re-elected at some point showed an increased ratio of first-person plural vs. singular inflections and personal pronouns by their second term, likely reflecting increasing hubristic tendencies. The results show that the ratio of "I" and "we" usually studied in English texts also show changes in a structurally different language, Hungarian. This finding suggests that it is extended periods of premiership that may increase hubristic behaviour in political leaders, not only experiencing excessive power. The results are particularly elucidating regarding the role of re-elections in political leaders' hubristic speech-and behaviour.

From Ancient Hatei to Hubris Syndrome in SARS-CoV-2 Health Crisis Management.

COVID-19 pandemic has highlighted, in a very inflictive way, the need for less hubristic political leadership, revealing the menaces of arrogant decision making of those in power. Hubris Syndrome is associated with power and it is more likely to manifest itself the longer the person exercises power and the greater the power he exercises, while our modern times 'Hatei' (the goddess that blinded ancient leaders committing hubris) may be called positive illusion enhancement due to prolonged exposure to power. Hatei might also blurs the decision makers' vision through a hormonal pathway, since hormones seem to affect risk taking, as well as through serotonin, which is also involved in the regulation of decision making and processing punishment-related information, deficiencies of which could be relevant to Hubris Syndrome. Other findings may provide information regarding the neuro-anatomical 'location' of Hatei, since fronto-striatal and limbic-striatal dopaminergic pathways have been identified as important regulators of impulsive behaviors. Therefore we might consider choosing political leaders and state officials whose less illusionary character is more likely to become non-flammable against the fire of hubris, in periods of crisis like the current COVID-19 Pandemic. Especially in SARS-CoV-2 era we should bring whatever scientific data there may be to tackle the intoxicating effects of power, keeping also in mind that there are no anti-hubris medication and that it is unlikely to have this social construct improved via pharmacology. Before establishing constitutional procedures for the early diagnosis of hubris as well as for the subsequent constrain of our leaders' power, we should focus on the criteria by which we elect them and maybe include the pre-existence of depressive diathesis among those criteria, especially if we consider that those leaders might have to handle tough situations like the COVID-19 pandemic outbreak, that require increased empathy in decision making.

REALITY OF HUBRIS SYNDROME THROUGH HERMAN MELVILLE’S NOVEL MOBY DICK

Exposing hubris syndrome, a behavior pattern that is not in accordance with the norms of standard behavior and becomes part of a mental disorder is the objective of the study. This syndrome usually occurs in someone with power in hand, tending to be tyrannical and feeling to be always right. In the study of literature Hubris syndrome refers to the tragic flaw that brings a person, usually an important figure, to a self-destruction. Hubris syndrome can occur to anyone. The method used is descriptive qualitative tied to things experienced by the community termed a social phenomenon. The results show that the central figure in this novel, a captain of a whale hunting vessel, experiences hubris syndrome with three prominent patterns of behavior: narcissistic propensity, excessive confidence and loneliness. In the first pattern, the person concerned feels like a superhuman deserving to be admired and attended to. The second, excessive self-confidence cannot be accepted by rational thinking. The third is the consequence of the first two patterns of living a life of solitude because of losing contact with the surroundings. The storyline ends tragically; the entire crew is killed by the whale and only one left and becomes a narrator. Hubris syndrome in the novel is a reality meaning that anyone who has a certain position tends to have Hubris syndrome and this is in line with the findings in the field with a percentage reaching 92.

HUBRIS SYNDROME: THE DANGER OF OVERASSESSING ONES STATUS IN A GROUP

The concept of "Hubris Syndrome", which is conceptualized as "Power and Achievement Intoxication" and framed as a destructive leadership style, is discussed in this study. Those with Hubris syndrome are known to systematically and repeatedly become overconfident and overly ambitious. These individuals greatly exaggerate their abilities and believe that their performance is superior to those of others; As a result, they become overconfident and make snap decisions. The problem is that those with Hubris syndrome tend to be resistant to criticism, vulnerable to the advice of others, and despising them. They often make decisions that amount to recklessness; They are immune to the advice and criticism of others and despise them. Their decisions are fueled by their previous successes, and they boast so much that they tend to significantly overestimate their chances of success. They are convinced to seriously underestimate what can go wrong. When individuals create an overly positive perception of their status in a group, they attempt to elevate their status. It is thought that status enhancement incurs social costs and therefore most individuals perceive their status correctly. In contrast, theories of positive illusions suggest that status self-enhancement is beneficial to the individual and that most individuals overestimate their status. Supporting evidence for the hypotheses of this study was found in an analysis of social relationships of laboratory groups, an experiment in manipulating status promotion, and a study of real-world groups. Individuals engaged in upgrading were less liked by others and paid less for their work. In addition, individuals tended to perceive their status highly accurately. Mediation analyzes revealed that those who cultivate for status face devastating consequences in group processes and are socially punished.

Obituary: Dr Séamus Mac Suibhne (Sweeney) (1978–2019)

Dr Séamus Mac Suibhne (Sweeney) (1978-2019) was a widely admired psychiatrist, writer and scholar whose contributions ranged from psychiatric care to Greek philosophy, and from medical education to the application of new technologies in educational and clinical settings. Séamus wrote extensively on these and many other themes in the professional and popular literature. In his clinical work, Séamus was a compassionate doctor, effective team-worker and skilled manager. He served as a representative of graduates on the Governing Authority of University College Dublin (2008-2013), secretary (2007-2009) and then president (2009-2014) of the Psychiatry Section of the Royal Academy of Medicine in Ireland, associate editor of the Irish Journal of Medical Science (2012-2019) and a member of the HSE National Shared Record Project. Séamus continuously wrote essays, book reviews, blogs and short stories, and won the 2010 Molly Keane Writing Prize. Philosophy was, perhaps, his greatest intellectual passion and he spoke and wrote extensively on themes linking philosophy with clinical care, the history of psychiatry and reflective practice in medicine. Séamus wrote and co-wrote on a range of other topics including psychiatric liaison with primary care, 'vampirism' as a mental illness, translation and interpretation in psychiatry, synaesthesia, 'new' mental illnesses such as solastalgia and hubris syndrome, bibliotherapy, the work of Nicholas Culpeper (a seventeenth-century English physician) and mental illness among psychiatrists. Séamus Mac Suibhne is deeply missed in Irish psychiatry, but his many contributions bear elegant, lasting testament to a dedicated family man, a gifted doctor and an enquiring, often brilliant mind.

사고경향, 설득지식, 오만증후군이 노스탤지어 인식과 영화태도에 미치는 영향

사고경향, 설득지식, 오만증후군이 노스탤지어 인식과 영화태도에 미치는 영향

Hubris syndrome in neurosurgery

Hubris syndrome (HS) is an acquired psychiatric disorder that affects people who exercise power in any of its forms. It has been reported in many fields, from politics to finance. The physician-patient relationship is also one of power. A lack of humbleness and empathy in this situation can lead to qualities such as self-confidence and self-assurance becoming pride, arrogance and high-handedness, which characterise a doctor suffering from HS. To identify the symptoms of HS in the medical setting that make it easier to diagnose and to help healthcare organisations anticipate and mitigate its consequences. The diagnostic criteria for HS initially reported in political leaders with government responsibilities are analysed and transferred to the medical field of neurosurgery. Two forms of medical HS are described and ten diagnostic criteria are proposed that are valid for any physician-patient relationship. HS is an acquired psychiatric disorder that is triggered by power and enhanced by success, and can easily be observed on a daily basis in physicians working in settings that are very close to us. Early identification of these medical behaviours is necessary to be able to mitigate their consequences.

“Primum non nocere,” harmful medical mistakes, hubris syndrome, and human fallibility; Getting to the heart of the matter

“Primum non nocere,” harmful medical mistakes, hubris syndrome, and human fallibility; Getting to the heart of the matter

Hubris syndrome in the relationship between School-Heads and Board-Chairs in private commercial secondary schools in Botswana: Implications for school leadership

This paper explored two issues as follows: (a) whether hubris syndromes have manifested in the leadership behaviour and working relationships of the school heads and board chairs in private commercial secondary schools; and (b) the implications of these findings for school leadership. The participants of the study were the school-heads and board-chairs working in 10 commercial private secondary schools located in the urban and peri-urban areas of Gaborone, Botswana. These schools were selected conveniently, based on the willingness of the school-head/board-chair to participate, the ownership structure, and the duration of the school-head/board-chair joint working relationship. Documents such as reports and newsletters were the main data sources. These were analyzed using content analysis and frequency counts. The findings revealed elements of hubris in the leaders’ correspondences. Among the board-chairs, the symptoms of hubris included excessive confidence whereas, among the school-heads, the symptoms of hubris included an identification with the organisation. One factor that may account for these finding is the ownership arrangement of the private schools. Many had the board chair as the owners. Various implications for school leadership have been discussed.

24 In sickness and in power

24 In sickness and in power

Hubristic leadership: A review

Hubristic leaders over-estimate significantly their own abilities and believe their performance to be superior to that of others; as a consequence, they make over-confident and over-ambitious judgements and decisions. The fact that hubristic leaders tend to be resistant to criticism, and invulnerable to and contemptuous of the advice of others further compounds the problem. In this article, we review conceptual, theoretical and methodological aspects of hubristic leadership research. We examine hubristic leadership from two standpoints: first, from a psychological and behavioural perspective, we review hubris in terms of over-confidence and its relationship to core self-evaluation and narcissism; second, from a psychiatric perspective, we review hubris as an acquired disorder with a distinctive set of symptoms (Hubris Syndrome), the onset of which is associated with the acquisition of significant power. In doing so, we draw distinctions between hubris and several related constructs, such as over-confidence, narcissism, core self-evaluation and pride. Methodologically, we review how hubris and Hubris Syndrome can be recognised, diagnosed and researched, and we explore some of the unique challenges and opportunities hubris research presents. We conclude by offering some directions for future inquiry and recapitulate the practical and pedagogical significance of this vitally important but under-researched leadership phenomenon.

The 1920 Farrow's Bank failure: a case of managerial hubris?

Purpose– The aim of this paper is to evaluate the extent to which hubristic behaviour on the part of Thomas Farrow contributed to the downfall of Farrow's Bank in 1920.Design/methodology/approach– The article traces the way in which Thomas Farrow's behaviour changed over the course of his managerial career using primary sources obtained from various British archives, including: court records, witness statements, auditors' reports, newspapers, journals, and personal letters. The article then evaluates Farrow's actions in relation to the criteria outlined in Petit and Bollaert's “Framework for diagnosing CEO hubris” so as to assess how far he can be said to have become afflicted by managerial hubris.Findings– All the collected evidence points to the conclusion that Thomas Farrow had, by the time of the Bank's collapse in 1920, become afflicted by managerial hubris. This was reflected most clearly in the fact that he increasingly came to view himself as being somehow above and beyond the laws of the wider community. As a result, he felt little compunction about fraudulently writing-up the Bank's assets so as to cover the huge losses that his reckless investments had produced.Practical implications– The Farrow's Bank episode confirms that the probability of management hubris materialising is enhanced when external control mechanisms are either lacking or inefficiently applied. On top of this, the amateurish organizational set-up of the Bank also suggests that the likelihood of hubris syndrome developing is enhanced when organizations themselves grant too much discretion to their leaders.Originality/value– The paper breaks new ground by applying the latest management and psychology theories on the subject of leadership hubris to the field of financial management. Its value lies in the fact that it provides scholars and practitioners with an in-depth insight into how hubris syndrome can develop in organizational settings.