Cette année j'organisais un Panel intitulé "One Ego many Problems" posant la question de l'hubris (perte de la mesure) chez les leaders et les moyens pratiques de s'en prémunir....
Pour obtenir la copie de la présentation : valerie.petit@edhec.edu
Description du Panel (en anglais)
Hubris among top executives has come to dominate the prevailing view of business leaders both in the press (Bing, 2007) and among management academics (Bollaert & Petit, 2010). Corporate scandals and financial crises in the 2000s focused the attention of the media and the general public on the consequences of leadership gone awry (Johnson & Orange, 2003, Cohan, 2009). These events have taught us how some inflated egos at the top of multinational companies can potentially cause global damage to the economy and society. Hubristic business leaders do not support healthy, positive and sustainable organizations (Kets de Vries, 1990), they favor their personal interest and have lost the idea of the common good: they behave more like tyrants than leaders (Woodruff, 2005).
In parallel, research in corporate finance (Roll, 1986; Malmendier and Tate, 2005; 2008) and strategic leadership (Hayward and Hambrick, 1997; Chatterjee and Hambrick, 2007) over the last two decades has dealt with the hubris of executives and their consequences for the organization, with particular attention to performance effects but without consideration for other dimensions (people, strategies, corporate ethics, etc.) or for the determinants and the purpose of hubris.
Although important work has been carried out in the field of leadership ethics (Ciulla, 1995; Ciulla, Price & Murphy, 2005; Price, 2008) which could provide business researchers with a framework and concepts suitable for studying hubris and leadership in executives, research on moral leadership at the top and its outcomes remains a neglected issue in the field of strategic leadership. There remain a number of unanswered questions about the nature of hubris (when power goes wrong) and its relationship with (moral) leadership (when power goes right).
The purpose of this panel is therefore to explore how hubris and leadership appear and develop at the top. Its originality lies in gathering leadership scholars from the social sciences and the humanities to enlighten the classical question of power and morality through the specific topic of hubris which has been raised and illustrated recently in the field of strategic leadership and corporate finance.
This panel is composed of 3 contributions. These contributions originate from various fields (strategic leadership, Leadership and leadership ethics) and disciplines (psychology, philosophy, management) but they share a common focus on moral leadership. These contributions mix theoretical and practical contribution. Case studies and empirical studies about top executives are used as well as examples taken from mythology.
After a general introduction on moral leaders (Joanne Ciulla) we will have 3 contributions
1) A critical literature review on hubris among top executives and its outcomes (H. Bollaert)
2) A series of short case studies (Johnson & Orange, 2003; Roddick, 2006; Winfrey, 2008; Cohan, 2009,) of hubristic and moral top executives and some suggestions to prevent hubris as well as to promote moral leadership i.e. developing authenticity (Gardner, Avolio, & Wallumbwa, 2005) and cultivating the virtue of reverence among leaders (Woodruff, 2001) (V. Petit)
3) Recommendations from a psychological perspective for developing ethical leaders at the top. Developmental strategies must take into account the multi-dimensional nature of ethical leadership, including social, emotional, cognitive, experiential, and contextual factors. Moreover, developmental recommendations must recognize the growing and changing needs for ethical awareness, decision-making, and role modeling over a leader’s career span, along with the personal and professional dimensions at play in the ethical development of leaders. (A. Antes)
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