Policymakers' Desire to Persistence of Power: A Paradox of Hubris and Power

Document Type : Research Paper

Authors

1 Ph.D. Candidate, Department of Public Administration, Faculty of Economics and Administrative Sciences, Lorestan University, Khorramabad, Iran.

2 Prof., Department of Public Administration, Faculty of Economics and Administrative Sciences, Lorestan University, Khorramabad, Iran.

3 Associate Prof., Department of Public Administration, Faculty of Economics and Administrative Sciences, Lorestan University, Khorramabad, Iran.

Abstract

Objective: In organizations in which electoral mechanisms have little effect on senior
management change and non-functional indicators play a prominent role in the retention of
officials in power, they show a clear desire to continue in office. This has been explained by
brain psychologists through the hubris phenomenon. Hubris is a personality change that is
stimulated by an external factor - power - and through changes in brain chemistry, the dark
side of managers' personalities is revealed. This phenomenon often leads to negative
personal and organizational consequences. Therefore, the purpose of this study was to design
a conceptual model of the Hubris phenomenon in senior managers of governmental
organizations.
Methods: In this study, a sequential mixed method (qualitative-quantitative) research design
was implemented in three steps. The grounded theory (GT) was performed in the first step to
identify the effective factors on the Hubris phenomenon by interviewing 15 senior managers
of governmental organizations. The Delphi method was then used in the second step to
determine the importance and the third step, confirmatory factor analysis was performed by
designing a questionnaire. At this step, 471 managers were surveyed.
Results: In this study, the core category was extracted through 3 dimensions (managerial
basis, personality-neurotic and functional) along with 12 components and the final model
was presented by causal conditions, context, intervening conditions, strategies and
consequences. Factors affecting the Hubris phenomenon as well as their strategies and
prioritization were investigated using the Delphi method and the results of the confirmatory
factor analysis of the axial phenomenon are presented.
Conclusion: In this study, Awareness of the nature of the Hubris phenomenon helps to find
the right roots for the implementation of strategies and mechanisms to overcome the negative
consequences 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 theoretical
innovations and helps employers and researchers to better understand the pattern of the
Hubris phenomenon. 

Keywords

References

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Journal of Public Administration
Volume 13, Issue 3
2021
Pages 561-592

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