TY - JOUR ID - 86213 TI - Policymakers' Desire to Persistence of Power: A Paradox of Hubris and Power JO - Journal of Public Administration JA - JIPA LA - en SN - 2008-5877 AU - Bagherzadeh Khodashahri, Razieh AU - Sepahvand, Reza AU - Mousavi, Seyed Najmodin AU - Hakkak, Mohammad AD - Ph.D. Candidate, Department of Public Administration, Faculty of Economics and Administrative Sciences, Lorestan University, Khorramabad, Iran. AD - Prof., Department of Public Administration, Faculty of Economics and Administrative Sciences, Lorestan University, Khorramabad, Iran. AD - Associate Prof., Department of Public Administration, Faculty of Economics and Administrative Sciences, Lorestan University, Khorramabad, Iran. Y1 - 2021 PY - 2021 VL - 13 IS - 3 SP - 561 EP - 592 KW - Extremism of Ambition KW - Hubris phenomenon KW - Power Motivation KW - Senior Managers of governmental organizations KW - Social Neuroscience DO - 10.22059/jipa.2021.323459.2957 N2 - Objective: In organizations in which electoral mechanisms have little effect on seniormanagement change and non-functional indicators play a prominent role in the retention ofofficials in power, they show a clear desire to continue in office. This has been explained bybrain psychologists through the hubris phenomenon. Hubris is a personality change that isstimulated by an external factor - power - and through changes in brain chemistry, the darkside of managers' personalities is revealed. This phenomenon often leads to negativepersonal and organizational consequences. Therefore, the purpose of this study was to designa conceptual model of the Hubris phenomenon in senior managers of governmentalorganizations.Methods: In this study, a sequential mixed method (qualitative-quantitative) research designwas implemented in three steps. The grounded theory (GT) was performed in the first step toidentify the effective factors on the Hubris phenomenon by interviewing 15 senior managersof governmental organizations. The Delphi method was then used in the second step todetermine the importance and the third step, confirmatory factor analysis was performed bydesigning a questionnaire. At this step, 471 managers were surveyed.Results: In this study, the core category was extracted through 3 dimensions (managerialbasis, personality-neurotic and functional) along with 12 components and the final modelwas presented by causal conditions, context, intervening conditions, strategies andconsequences. Factors affecting the Hubris phenomenon as well as their strategies andprioritization were investigated using the Delphi method and the results of the confirmatoryfactor analysis of the axial phenomenon are presented.Conclusion: In this study, Awareness of the nature of the Hubris phenomenon helps to findthe right roots for the implementation of strategies and mechanisms to overcome the negativeconsequences of this phenomenon and increase the general index of health and productivity.The present study in the field of leadership and the Hubris phenomenon brings theoreticalinnovations and helps employers and researchers to better understand the pattern of theHubris phenomenon.  UR - https://jipa.ut.ac.ir/article_86213.html L1 - https://jipa.ut.ac.ir/article_86213_6460a711aa162171c39aa89256a41359.pdf ER -