Female Leadership during COVID-19: The Effectiveness of Diverse Approaches towards Mitigation Management during a Pandemic

This paper tackles the question of how female leaders at national levels of government managed COVID-19 response and recovery from the first COVID-19 case in their respective countries through to 30 September 2021. The aim of this study was to determine which COVID-19 mitigations were effective in lowering the viral reproduction rate and number of new cases (per million) in each of the fourteen female presidents' countries-Bangladesh, Barbados, Belgium, Bolivia, Denmark, Estonia, Finland, Germany, Iceland, Lithuania, New Zealand, Norway, Serbia, and Taiwan. We first compared these countries by finding a mean case rate (29,420 per million), mean death rate (294 per million), and mean excess mortality rate (+1640 per million). We then analyzed the following mitigation measures per country: school closing, workplace closing, canceling public events, restrictions on gatherings, closing public transport, stay-at-home requirements, restrictions on internal movement, international travel controls, income support, debt/contract relief, fiscal measures, international support, public information campaigns, testing policy, contact tracing, emergency investment in healthcare, investment in vaccines, facial coverings, vaccination policy, and protection of the elderly. We utilized the random forest approach to examine the predictive significance of these variables, providing more interpretability. Subsequently, we then applied the Wilcoxon rank-sum statistical test to see the differences with and without mitigation in effect for the variables that were found to be significant by the random forest model. We observed that different mitigation strategies varied in their effectiveness. Notably, restrictions on internal movement and the closure of public transportation proved to be highly effective in reducing the spread of COVID-19. Embracing qualities such as community-based, empathetic, and personable leadership can foster greater trust among citizens, ensuring continued adherence to governmental policies like mask mandates and stay-at-home orders, ultimately enhancing long-term crisis management.

Consider the hubris syndrome for inclusion in our classification systems

Successful leaders are at risk of developing exaggerated pride, contempt for others, and a diminished sense of reality. The ancient Greeks feared this syndrome and called it hubris. Although certain contemporaneous leaders show signs of hubris and pose a great danger, the hubris syndrome does not yet figure in our classification systems. The purpose of this paper is to examine several aspects of its validity, including clinical description, laboratory study, and exclusion of other disorders. Firstly, a substantial body of evidence indicates that the hubris syndrome may develop after a person has held substantial power for a considerable amount of time. Thus, the syndrome differs from a personality disorder with its characteristic onset in late adolescence or early adulthood. It is proposed, therefore, that the syndrome is a non-organic personality change after gaining substantial power or achieving overwhelming success, characterized by the emergence or marked increase of pathological personality traits within the domains of dissociality and disinhibition. Within the domain of dissociality, grandiosity is an obligatory trait. Secondly, with reference to laboratory study, recent evidence suggests that machine learning algorithms have the ability to differentiate hubristic from non-hubristic speech patterns. Thirdly, the exclusion of other disorders is difficult, because individuals with the hubris syndrome do not collaborate in any investigation. Some suggestions are made to overcome this problem. In conclusion, there is sufficient reason to further examine the validity of the hubris syndrome and to consider it for inclusion in our classification systems.

Did destructive leadership help create the conditions for the spread of Covid-19, and what are the early warning signs?

This research asks: 'were there any objectively identifiable signals in the words leaders used in the early stages of the Covid-19 pandemic that can be associated with ineffective management of the crisis?' We chose to focus on the leaders of the two English-speaking nations that fared worst and best in the pandemic, the United States and New Zealand. By way of background and in order to contextualise the research, we compared and contrasted Trump's and Ardern's leaderships using the toxic triangle framework of destructive leadership. We then focused on the leader behaviour element of the triangle by using computerised text analysis (CTA) to analyse Trump's and Ardern's public pronouncements during the critical early stages of the pandemic. Based on a similarity index (S), we identified linguistic markers associated with destructive leader behaviours and negative outcomes (Trump) and non-destructive leader behaviours and positive outcomes (Ardern). We discuss future applications of these linguistic markers for the diagnosis both of incumbent and potential leaders' responses to crises management.

Personality traits of world leaders and differential policy responses to the COVID-19 pandemic

The current study assesses the extent to which government leaders' personality traits are related to divergent policy responses during the pandemic. To do so, we use data from the Oxford COVID-19 Government Response Tracker initiative (OxCGRT) to measure the speed and magnitude of policy responses across countries and NEGex, a dataset that maps the personality traits of current heads of government (presidents or prime ministers) in 61 countries. We find that world leaders scoring high on "plasticity" (extraversion, openness) were quicker to implement travel restrictions and provide financial relief as well as offered a stronger response in general (average overall response). Whereas, leaders scoring high on "stability" (conscientiousness, agreeableness, emotional stability) offered both quicker and stronger financial relief. Our findings underscore the need to account for the personality of decision-makers when exploring decision-making during the pandemic, and during similar crisis situations.

Does personality still matter in e-commerce? How perceived hubris influences the assessment of founders' trustworthiness using the example of reward-based crowdfunding

Reward-based crowdfunding broadens the scope of e-commerce transactions, as prototypical products are pre-sold under conditions of considerable uncertainty. To date, we know little about the mechanisms that underlie decisions to back reward-based crowdfunding campaigns. However, it is likely that startup founders' possibility of showcasing their personalities in video pitches signals their trustworthiness, particularly, as other features, such as quality seals and customer testimonials, are often unavailable. We use signaling theory to reinforce the move from a feature-oriented perspective to a signaling perspective, as signals can transmit information about startup founders' otherwise imperceptible qualities and abilities. Based on a survey (N = 108), we investigate how perceived hubris - proven to be particularly salient in startup contexts - influences the funding decision of potential backers. We find that abilities and legitimacy of a startup founder are rated positively when s/he is perceived as hubristic. These results have implications for crowdfunding campaigns and highlight the relevance of personality traits in electronic markets.

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.

Diversity regained: Precautionary approaches to COVID-19 as a phenomenon of the total environment

As COVID-19 emerged as a phenomenon of the total environment, and despite the intertwined and complex relationships that make humanity an organic part of the Bio- and Geospheres, the majority of our responses to it have been corrective in character, with few or no consideration for unintended consequences which bring about further vulnerability to unanticipated global events. Tackling COVID-19 entails a systemic and precautionary approach to human-nature relations, which we frame as regaining diversity in the Geo-, Bio-, and Anthropospheres. Its implementation requires nothing short of an overhaul in the way we interact with and build knowledge from natural and social environments. Hence, we discuss the urgency of shifting from current to precautionary approaches to COVID-19 and look, through the lens of diversity, at the anticipated benefits in four systems crucially affecting and affected by the pandemic: health, land, knowledge and innovation. Our reflections offer a glimpse of the sort of changes needed, from pursuing planetary health and creating more harmonious forms of land use to providing a multi-level platform for other ways of knowing/understanding and turning innovation into a source of global public goods. These exemplary initiatives introduce and solidify systemic thinking in policymaking and move priorities from reaction-based strategies to precautionary frameworks.

Managerial hubristic-behavioral strategy: how to cope with chaotic and uncertain contexts

Purpose

How can a manager lead an organization or a team in a particularly turbulent time? How can management cope with chaos and uncertainty? Drawing on behavioral strategy theory, this study aims at investigating how hubristic managers can enable organizations to thrive, even over small time periods, in chaotic and uncertain contexts and settings.

Design/methodology/approach

This study uses a qualitative methodology to explore the possible positive effects of hubris in a behavioral strategy. In particular, 45 interviews with leaders and followers of particularly high-performing secondary schools have been administered to try to fully understand the origin, process and performance evolution of organizations led by hubristic managers.

Findings

The results showed that, in chaotic and uncertain times, hubris can prove to be a trump card for managers in dealing with the pitfalls and uncertainties of the context in which the organization operates. Three major attributes were identified – overconfidence and over-persistence, recklessness and contempt for critical feedback – defining the positive behavioral strategies implemented by hubristic managers during the COVID-19 pandemic.

Originality/value

To the best of the authors’ knowledge, this study is the first to highlight, by means of qualitative methodologies, the positive managerial hubristic-behavioral strategy during turbulent times in the school sector.

The enigmatic figure of Leon Pierce Clark, and his contribution to epilepsy

Leon Pierce Clark (1870-1933) was a prominent American neurologist and psychiatrist and an enigmatic figure. He made enduring contributions to status epilepticus and to epilepsy. In the 1910s and 1920s, his chief focus was on the psychological mechanisms of epilepsy and on the personality of those with idiopathic epilepsy which he interpreted from a psychoanalytical perspective. He also described the epileptic voice sign, wrote psychobiographies of among others Abraham Lincoln and Napoleon Bonaparte, and published a book of poetry. He held many important positions in American professional societies and yet was embroiled in controversy.

Managerial overconfidence: promoter of or obstacle to organizational resilience?

Organizational resilience provides firms with the capability to face adverse circumstances successfully. Therefore, it constitutes an indispensable capability for each company. As indicated by Upper Echelon Theory, particularly executives and their personal traits exert a major impact on organizational capabilities, decision-making as well as action taking. Thus, they also should play an important role in promoting organizational resilience. However, so far literature lacks a comprehensive understanding regarding these relations. Accordingly, the present paper strives to add to such a comprehensive understanding with a particular focus on managerial overconfidence, one of the most widely and controversially discussed personality trait of executives. To pursue this goal, we develop a model comprising the relevant components of organizational resilience in terms of important resources, conduct a systematic literature review to identify the major corporate areas that are affected by managerial overconfidence and draw conclusions for the identified findings on the relation between organizational resilience and overconfidence. The analysis indicates a positive impact on social resources, a rather negative impact on procedural resources and a mixed impact on financial resources, where e.g. the effect on takeover activities is negative while the impact on financing preferences is at least partly positive. Moreover, the identified literature in large parts provides evidence regarding material resources, while social and procedural resources are covered to a lesser extent, indicating a need for further research.

The Joint Effects of Hubris, Growth Aspirations, and Entrepreneurial Phases for Innovative Behavior

Innovation is often seen as essential for ventures to succeed. High business failure rates in entrepreneurship, however, suggest that innovations are frequently driven by entrepreneurs blinded by overconfidence. Thus, anticipating when and why entrepreneurs will be motivated to innovate is fundamental for entrepreneurial success. Using a large sample obtained from population surveys conducted in 77 countries, this study analyzes the variables that are significantly associated with innovative behaviors. The research tests a model proposing that the joint effects of hubris, growth aspirations, and an entrepreneur's level of entrepreneurial experience have a crucial impact on innovative endeavors. It finds that hubris is significantly related to entrepreneurs' growth aspirations and that ambition, in turn, is positively related to innovative behaviors. In addition, the study finds that both relationships are moderated by the level of entrepreneurial experience. These findings highlight the need to wise up amateur entrepreneurs before they embark on innovative endeavors.

Getting caught in “the chair effect” after becoming a manager

BACKGROUND: Unfortunately, in most organizations, the promotion process is not always managed under fairness conditions and usually, this issue produces harmful results for both organizations and employees. One of these results refers to the people who are promoted to managerial positions. After the promotion process, negative changes such as being selfish, manipulative, rude, behaving unfairly, underestimating others, putting exaggerated distance to his/her relations with others, are observed in their positive behaviors and attitudes that they displayed within the organization in the past. Many reasons can be cited for this situation. The degree and scope of the status may be one of the reasons for this change and this study named this phenomenon as “Chair Effect”. The chair is one of the major symbols representing managerial positions, and for this reason, the term chair is used in naming this effect. OBJECTIVE: This study aims to examine the “Chair Effect” phenomenon and define the possible factors which cause this phenomenon. METHOD: An inductive and qualitative research method is used in this study. Data were collected through a semi-structured interview technique with 12 participants who are middle- level and upper-level managers and have experience or observation about any manager who got caught in the chair effect. The Gioia method was used in the data analysis process. RESULTS: According to the results of the study, the factors that cause the chair effect are classified into three categories such as individual factors, organizational factors, and contextual factors. CONCLUSION: In the promotion processes of the organizations, evaluating the manager candidates’ personality traits and their success in relationship management besides their other qualifications (such as experience, performance degree, seniority time) objectively will be effective to cope with “the chair effect” issue.

Why some leaders qualify for hate: an empirical examination through the lens of followers’ perspective

Purpose

The leaders’ perception about self and the opinion of the subordinates about them is crucial to understand why some leaders qualify for hate. Much has been discussed on the positive and ethical side of leadership. However, the research on the darker side of leadership needs more attention. Therefore, the purpose of this paper is to explore the factors along with their impact responsible for hate-for-leaders, a relatively scant area of leadership. This study may facilitate understanding why some leaders become subject to hate despite many efforts by the organization.

Design/methodology/approach

For exploring the different factors responsible for hate-for-leaders, a survey was conducted by developing a scale using the focus group, Delphi technique, exploratory factor analysis and confirmatory factor analysis. The results were analysed using structural equation modelling.

Findings

The factors responsible for qualifying the leaders for hate were identified. Moreover, the results indicated that the subordinate hate the leaders for his/her unacceptable behaviour/actions which they assume the leader has control over it and exhibited otherwise intentionally on targeted employees. Moreover, some undesirable behaviour of leaders is attributed to fundamental attribution errors i.e. situational factors.

Practical implications

A fully developed scale for assessing the hate-quotient for leaders is proposed. This research will facilitate the managers/leaders as to why some of the followers/employees hate them. This scale provides an opportunity for managers and leaders to introspect themselves for improved workplace relationships and not to encourage sunflower management that seeks to get submissive and aligned-thought employees around the leader.

Originality/value

The fact that the decisions taken by managers/leaders adversely affecting the employees are not always because of malice or wrong intentions but sometimes due to situational factors i.e. fundamental attribution error. Moreover, the scale act as a reference to evaluate the hate-for-leaders in the organizational context.

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

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.

Jet without fuel: nosedive of Jet Airways

Purpose

This case describes the vulnerability of the Indian aviation sector by highlighting the fall of Jet Airways from one of the biggest airlines in India to bankruptcy. The present case discusses the role of Jet Airways' leadership in managing the external threats that affect aviation business in India.

Design/methodology/approach

The present case is built on data collected from secondary sources, including publicly available information about the company, journals, websites, newspapers and reports.

Findings

The case reports findings of how hubris-driven strategic decisions and insecurity of the leader in losing control of the company, led to the grounding of one of the major airline companies in the Indian aviation industry.

Originality/value

The present case study provides valuable insights into the aviation industry in India, focusing on the threats to the aviation business. The case is useful to other airline companies and the aviation business community in dealing with external threats to business and issues of leadership dysfunction.

Icebergs of Expertise-Based Leadership: The Role of Expert Leaders in Public Administration

There is a pressing need for public administration leaders to exhibit expertise-based intuitive leadership traits for developing countries to respond to sustainability challenges. While the importance of explicit and tacit knowledge to underpin expertise-based intuitive decision-making is known, public service leaders of developing countries can lack these traits. It is necessary to explore the reasons for leadership skills gaps in order to define remedial actions, such as better executive development training. This study conducts 28 in-depth interviews with public administration leaders, managers, and executive training professionals in Pakistan to address the challenge of how to build expertise-based intuitive leadership traits in public administration leaders. The main findings highlight deficiencies in domain-specific knowledge and soft skills. Deficits in the formal training of leaders and the negative contribution of cultural preconditions both result in explicit and tacit knowledge gaps that undermine expertise-based intuitive decision-making. An “iceberg of expertise-based leadership” model is conceptualized, extending on previous models, to describe the intangible role that explicit and tacit knowledge play in the visible expression of leadership skills. The relevance of this model for the success of public sector-led initiatives for sustainable development is highlighted.

Differentiating leader hubris and narcissism on the basis of power

Hubris and narcissism overlap, and although extant research explores relationships between them in terms of characteristics, attributes, and behaviours, we take a different view by analysing their differences in relation to power and leadership. Drawing on a psychology of power perspective, we argue that narcissistic and hubristic leaders relate to and are covetous of power for fundamentally different reasons. Using the metaphor of intoxication, hubrists are intoxicated with positional power and prior success, but for narcissists, power facilitates self-intoxication and represents a means of maintaining a grandiose self-view. Unbridled hubris and narcissism (i.e. searching for and facilitated by unfettered power) have important ramifications for leadership research and practice. Leadership discourse, preoccupied with and predicated on positive aspects of leadership, should assess these two potent aspects of leadership because misuse of power by hubristic and narcissistic leaders can create conditions for, or directly bring about, destructive and sometimes catastrophic unintended outcomes for organizations and society.

Towards an organisational theory of hubris: Symptoms, behaviours and social fields within finance and banking

Hubris has become a popular explanation for all kinds of business failure. It is often reduced to the one-dimensional notion of ‘over-confidence’, particularly on the part of CEOs. There is a need to clarify the extent to which other attitudes and behaviours constitute hubris, and how they are affected by such organisational dynamics as the struggle for power, status and material rewards between actors. This article explores these issues within the finance and banking sectors. It uses the Critical Incident Technique to identify behaviours associated with hubris and probes the interaction between them and the organisational contexts in which they occur. Five categories of behaviour based on an analysis of 101 incidents are described, as are a series of ‘inflection dynamics’ that reinforce the behaviours in question and constitute a social field conducive to hubris. I challenge the reductionist views that hubris is primarily a psychological state consisting mainly of ‘over-confidence’. This article seeks to complexify the term hubris and to develop an organisational rather than purely psychology theory of its emergence and institutionalisation within finance and banking.

How to reduce scientific irreproducibility: the 5-year reflection

We discuss in depth six causes of scientific irreproducibility and their ramifications for the clinical sciences: fraud, unfounded papers published by prominent authorities, bias, technical deficiencies, fragmented science and problems with big data. Some proposed methods to combat this problem are briefly described, including an effort to replicate results from some high impact papers and a proposal that authors include detailed preclinical data in papers with supposedly high translational value. We here advocate for a 5-year reflection on papers with seemingly high clinical/translational potential, published alongside the original paper where authors reflect on the quality, reproducibility and impact of their findings. These reflections can be used as a benchmark for credibility, and begin a virtuous cycle of improving the quality of published findings in the literature.

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.

Power and Autistic Traits

Autistic traits can help people gain and sustain power, and has probably done so throughout history, says the present paper. A number of testable claims follow from this assumption. First, the powerful should have more autistic traits than others - which they do appear to have. Among other things, powerful people, and those with many autistic traits, tend to prefer solitary activities and are often aloof. Moreover, they are often rigid and socially insensitive, low on empathy and with low scores on the trait of agreeableness - and as a rule they do not have many friends. Both groups are also more self-centered than others, more honest, less submissive, more sensitive to slights, and with a stronger tendency to engage in abstract thinking. They tend to behave in bossy or dominant ways, and their moral judgment is more based on rules than on feelings. In addition to experimental evidence, I cite biographies showing that a surprising number of presidents, prime ministers and other powerful people seem to have had traits like those in question - and interestingly, in animals, leaders are often rigid and insensitive to group members' needs and feelings, mostly acting the way they are themselves inclined to, not responding much to others. Problem solving is important in leadership, and people with many autistic traits appear often to be better thinkers than typical subjects with similar IQs. However, these and other congruities could be coincidences. Hence the question of whether traits the two groups have in common also have a common cause constitutes a strong test of the paper's thesis - and a common cause does appear to exist, in the form of testosterone's effects on the central nervous system. Finally, there is evidence that, other things equal, powerful men have more reproductive success than others. If men wielding power do indeed have more autistic traits than those less powerful, this will lead to, other things equal, such traits becoming more common - which can help explain the prevalence of autistic traits.

Grandiosity in contemporary management and education

Contemporary practitioner and academic discourses of organizations and management have developed a tendency to discuss everyday organizational phenomena in overblown and remarkable ways. It is now commonplace to view organizations in terms of visions, missions, strategies, charisma, entrepreneurship, best practice and so on. A hyped-up language is becoming endemic to ordinary discussions of ordinary organizations doing ordinary things. This calls for some critical attention. One way of capturing this tendency to hype is through the idea of grandiosity that is taking over the ways mundane organizational phenomena are constructed and debated. In this essay, we argue that grandiosity is the product of the narcissism of our times, reinforced by contemporary consumerism; we suggest that grandiosity not only affects adversely critical reflection of organizations and management, but more importantly that it undermines organizational performance and learning.

A 'reluctant' critical review: 'Manual for evidence-based clinical practice (2015)'

BACKGROUND

The Users' Guides to the Medical Literature Manual has been a major influence on the teaching and practice of health care globally.

METHODS

The 3rd edition of the multi-authored Manual was reviewed using the principles outlined in Evidence-based Medicine (EBM) texts. One 'clinical scenario' was selected for critical appraisal, as were several chapters; objectivity was enhanced by citing references to support opinions. RESULTS (SUMMARY OF THE APPRAISAL): (1) Strengths: Clinical pearls, too numerous to list.

EXAMPLES

(i) evidence is never enough to drive clinical decision making; (ii) do not rush to adopt new interventions; and (iii) question efficacy data based only on surrogate markers. (2) Weaknesses: The Manual shares shortcomings of textbooks discussed by Straus et al.: (i) references may not be current, important ones may be excluded and citations may be selective; (ii) often, opinion-based; and (iii) delays between revisions. (3) Notable omissions: Little or no discussion of: (i) important segments of the population: those <18 years of age, >65 years of age and those with multimorbidity; (ii) surgical disciplines; (iii) Greenhalgh et al.'s essay on EBM; (iv) alternate views on the hierarchy of evidence; and (vi) critical thinking. (4) Additional issues: (i) Omission of important references on dabigatran (clinical scenario: chapter 13.1); (ii) authors' advice (Chapter 13.3) to 'bypass the discussion section of published research'; and (iii) the advocacy of pre-appraised sources of evidence and network meta-analysis without warnings about limitations, are critiqued.

CONCLUSION

The Manual has several clinical pearls but readers should also be aware of shortcomings.

The enemy has passed through the gate

Purpose

– The purpose of this paper is to highlight the potential role that the so-called “toxic triangle” (Padilla et al., 2007) can play in undermining the processes around effectiveness. It is the interaction between leaders, organisational members, and the environmental context in which those interactions occur that has the potential to generate dysfunctional behaviours and processes. The paper seeks to set out a set of issues that would seem to be worthy of further consideration within the Journal and which deal with the relationships between organisational effectiveness and the threats from insiders.

Design/methodology/approach

– The paper adopts a systems approach to the threats from insiders and the manner in which it impacts on organisation effectiveness. The ultimate goal of the paper is to stimulate further debate and discussion around the issues.

Findings

– The paper adds to the discussions around effectiveness by highlighting how senior managers can create the conditions in which failure can occur through the erosion of controls, poor decision making, and the creation of a culture that has the potential to generate failure. Within this setting, insiders can serve to trigger a series of failures by their actions and for which the controls in place are either ineffective or have been by-passed as a result of insider knowledge.

Research limitations/implications

– The issues raised in this paper need to be tested empirically as a means of providing a clear evidence base in support of their relationships with the generation of organisational ineffectiveness.

Practical implications

– The paper aims to raise awareness and stimulate thinking by practising managers around the role that the “toxic triangle” of issues can play in creating the conditions by which organisations can incubate the potential for crisis.

Originality/value

– The paper seeks to bring together a disparate body of published work within the context of “organisational effectiveness” and sets out a series of dark characteristics that organisations need to consider if they are to avoid failure. The paper argues the case that effectiveness can be a fragile construct and that the mechanisms that generate failure also need to be actively considered when discussing what effectiveness means in practice.

Evidence-informed person-centred health care (part II): are 'cognitive biases plus' underlying the EBM paradigm responsible for undermining the quality of evidence?

INTRODUCTION

Recently, some leaders of the evidence-based medicine (EBM) movement drew attention to the "unintended" negative consequences associated with EBM. The term 'cognitive biases plus' was introduced in part I to encompass cognitive biases, conflicts of interests, fallacies and certain behaviours.

HYPOTHESIS

'Cognitive biases plus' in those closely involved in creating and promoting the EBM paradigm are responsible for their (1) inability to anticipate and then recognize flaws in the tenets of EBM; (2) discounting alternative views; and (3) delaying reform.

METHODS

A narrative review style was used, with methods as in part I.

APPRAISAL OF LITERATURE

Over the past two decades there has been mounting qualitative and quantitative methodological evidence to suggest that the faith placed in (1) the EBM hierarchy with randomized controlled trials and systematic reviews at the summit; (2) the reliability of biostatistical methods to quantitate data; and (3) the primacy of sources of pre-appraised evidence, is seriously misplaced. Consequently, the evidence that informs person-centred care is compromised.

DISCUSSION

Arguments focusing on 'cognitive biases plus' are offered to support our hypothesis. To the best of our knowledge, EBM proponents have not provided an explanation.

CONCLUSIONS

Reform is urgently needed to minimize continuing risks to patients. If our hypothesis is correct, then in addition to the suggestions made in part I, deficiencies in the paradigm must be corrected. Meaningful solutions are only possible if the biases of scientific inbreeding and groupthink are minimized by collaboration between EBM leaders and those who have been sounding warning bells.

Evidence-informed person-centered healthcare part I: do 'cognitive biases plus' at organizational levels influence quality of evidence?

INTRODUCTION

There is increasing concern about the unreliability of much of health care evidence, especially in its application to individuals.

HYPOTHESIS

Cognitive biases, financial and non-financial conflicts of interest, and ethical violations (which, together with fallacies, we collectively refer to as 'cognitive biases plus') at the levels of individuals and organizations involved in health care undermine the evidence that informs person-centred care.

METHODS

This study used qualitative review of the pertinent literature from basic, medical and social sciences, ethics, philosophy, law etc.

RESULTS

Financial conflicts of interest (primarily industry related) have become systemic in several organizations that influence health care evidence. There is also plausible evidence for non-financial conflicts of interest, especially in academic organizations. Financial and non-financial conflicts of interest frequently result in self-serving bias. Self-serving bias can lead to self-deception and rationalization of actions that entrench self-serving behaviour, both potentially resulting in unethical acts. Individuals and organizations are also susceptible to other cognitive biases. Qualitative evidence suggests that 'cognitive biases plus' can erode the quality of evidence.

CONCLUSIONS

'Cognitive biases plus' are hard wired, primarily at the unconscious level, and the resulting behaviours are not easily corrected. Social behavioural researchers advocate multi-pronged measures in similar situations: (i) abolish incentives that spawn self-serving bias; (ii) enforce severe deterrents for breaches of conduct; (iii) value integrity; (iv) strengthen self-awareness; and (v) design curricula especially at the trainee level to promote awareness of consequences to society. Virtuous professionals and organizations are essential to fulfil the vision for high-quality individualized health care globally.

A Big Five facet analysis of sub-clinical narcissism: understanding boldness in terms of well-known personality traits

This study aimed to examine a Big Five 'bright-side' analysis of a sub-clinical personality disorder, i.e. narcissism. A total of 6957 British adults completed the NEO-PI-R, which measures the Big Five Personality factors at the domain and the facet level, as well as the Hogan Development Survey (HDS), which has a measure of Narcissism called Bold as one of its dysfunctional interpersonal tendencies. Correlation and regression results confirmed many of the associations between the Big Five domains and facets (NEO-PI-R) and sub-clinical narcissism. The Bold (Narcissism) scale from the HDS was the criterion variable in all analyses. Bold individuals are disagreeable extraverts with very low scores on facet Modesty but moderately high scores on Assertiveness, Competence and Achievement Striving. The study confirmed work using different population groups and different measures.

Learning to create sustainable value in turbulent operational contexts: the role of leadership practices

Purpose

– This paper aims to report on case-study research that explores the role of leadership practices, in particular, in enhancing the capacity of an enterprise to learn to create new value from a diverse range of sources. The capacity to sustain value creation over time, and across turbulent environments, increasingly differentiates enterprise performance. Under the umbrella term of “dynamic capabilities”, a range of practices have been identified in the literature as contributing to an enterprise’s ability to learn to perform this task successfully.

Design/methodology/approach

– The paper is based on case studies of three enterprises whose founders have sustained the creation of new value for customers over decades. Through a series of unstructured interviews with each founder, the tacit knowledge gained from years of learning how to create, and re-create, value, is made explicit through hermeneutic analysis of the interview transcripts.

Findings

– The data identify four key areas of leadership practice that underpin the capacity to learn to continuously create new value over significant periods of time. The most important of these are the social practices that generate and leverage the intangible capital resources (in particular, the resource of trust) that underpin the collaborative learning on which value creation processes depend.

Research limitations/implications

– As interpretive research, the knowledge accessed through this research is context-dependent and cannot be readily generalised. The validity of the knowledge is high, however, as the epistemological and ontological assumptions of the interpretive research paradigm recognise the political nature of organisations and, thus, of learning and value creation. As such, the knowledge generated by the case analyses offers a rich alternative perspective on the issue under research.

Practical implications

– The cases illuminate the nature of learning that supports continuous value creation in enterprises. Such learning is framed by several leadership practices that enable the self-reflexivity that underpins the continuous conversion of action-generated tacit knowledge into more strategically useful explicit knowledge. At the core of these leadership practices is stakeholder collaboration and intellectual humility.

Social implications

– The results show that learning to create sustainable value over time and diverse contexts, has a socio-political dimension in that it depends heavily on generating and leveraging the intangible resources (such as trust, commitment, ideas) that reside within social relationships.

Originality/value

– The research is located within the interpretive research paradigm and thus offers an alternative view to that of conventional positivist research. Furthermore, the results indicate that learning is a strategic priority in rapidly changing environments and, thus, is a key leadership responsibility. Furthermore, the results show that value creation is a collaborative stakeholder achievement.

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.

Hubris in leadership: A peril of unbridled intuition?

Research attests to the perils of hubristic leadership in politics, the military and business organizations, however whilst researchers have identified hubris’ correspondences with personality disorders and various organizational and individual level factors, the cognitive and affective antecedents of hubris have been largely overlooked. In this paper we argue that intuition, existing as it does at the nexus of cognition and affect, is a central factor and that when intuition becomes misunderstood, unchecked or unbridled within the ‘cognitive economy’ of a powerful individual hubristic behaviour is more likely to appear. In what follows we will: review the concepts of hubris, Hubris Syndrome and intuition; propose intuition as an overlooked cognitive and affective source of leaders’ hubris; discuss the relationship between unbridled intuition and hubris; suggest how the perils of hubristic leadership stemming from unbridled intuition might be avoided or mitigated.

Linguistic biomarkers of Hubris syndrome

Owen and Davidson coined the term 'Hubris Syndrome' (HS) for a characteristic pattern of exuberant self-confidence, recklessness, and contempt for others, shown by some individuals holding substantial power. Meaning, emotion and attitude are communicated intentionally through language, but psychological and cognitive changes can be reflected in more subtle ways, of which a speaker remains unaware. Of the fourteen symptoms of HS, four imply lexical choices: use of the third person/'royal we'; excessive confidence; exaggerated self-belief; and supposed accountability to God or History. One other feature (recklessness) could influence language complexity if impulsivity leads to unpredictability. These hypotheses were tested by examining transcribed spoken discourse samples produced by two British Prime Ministers (Margaret Thatcher and Tony Blair) who were said to meet criteria for HS, and one (John Major) who did not. We used Shannon entropy to reflect informational complexity, and temporal correlations (words or phrases whose relative frequency correlated negatively with time in office) and keyness values to identify lexical choices corresponding to periods during which HS was evident. Entropy fluctuated in all three subjects, but consistent (upward) trends in HS-positive subjects corresponded to periods of hubristic behaviour. The first person pronouns 'I' and 'me' and the word 'sure' were among the strongest positive temporal correlates in Blair's speeches. Words and phrases that correlated in the speeches of Thatcher and Blair but not in those of Major included the phrase 'we shall' and 'duties' (both negative). The keyness ratio of 'we' to 'I' was clearly higher throughout the terms of office of Thatcher and Blair that at any point in the premiership of Major, and this difference was particularly marked in the case of Blair. The findings are discussed in the context of historical evidence and ideas for enhancing the signal to noise ratio put forward.

[The advantage of a modern operational approach to the diagnosis of mental disorders. The case of the Bavarian King Ludwig II--an example from biographical research]

Worldwide discrepancies in the classification, terminology and diagnosis of mental disorders have induced efforts for unification after World War II. This led to the introduction of an operational diagnostic approach according to strict criteria, at the same time taking into account the comorbidity of disorders. However, this approach is still not routinely used. The consequences of this deficiency are demonstrated here by an example from biographical research referring to the Bavarian King Ludwig II. The study is based on an extensive search of the relevant literature. Although the pathography of this Bavarian king is well documented, the diagnoses published between 1910 and 2010 by altogether 21 specialists, are distributed rather chaotically over 24 diagnostic categories of the ICD-10. Merely in the (probably wrong) diagnosis of a schizophrenic psychosis is there agreement among half of the authors. This is concordant with the expert diagnosis of paranoia by von Gudden and his colleagues (1886) when considering the then contemporary concept of the disorder. According to modern diagnostic principles almost half of the 24 diagnoses can be confirmed. The others have to be regarded as false diagnoses. The conclusion is that modern principles of the diagnosis of mental disorders should be applied according to internationally accepted diagnostic manuals. This approach should be used in, but is not exclusive to, biographical research. Precondition is, of course, the exact knowledge and careful application of these principles.

VladimirMikhailovic Bekhterev (1857-1927): strange circumstances surrounding the death of the great Russian neurologist

The famous Russian neurologist Vladimir Mikhailovic Bekhterev (1857-1927) was ordered to examine Josef Stalin in December 1927 during the First All-Russian Neurological Congress in Moscow. Returning to the Congress after his consultation he told some colleagues that he had 'examined a paranoiac with a dry, small hand'. The next day, Bekhterev died and only his brain was examined postmortem, the body being cremated the same day.

[Ludwig II of Bavaria - the "fairy tale king": his last years from a psychiatric point of view]

Ludwig II of Bavaria (Germany) entered the political stage at the age of 18, following the premature death of his father Maximilian II in 1864. At that time, Ludwig was a very handsome, slender young man; he was enthusiastic and had a pronounced taste for fine arts and music, and was admired by the people as a "fairy tale king". However, already during the first years of his reign, he displayed traits that fulfilled the ICD-10 criteria for schizotypal disorder together with a combined cluster B personality disorder. They became even more pronounced over time. Towards the end of his life, Ludwig developed "imperial madness", a typical pattern of behavioural excesses including craving for power, splendour, construction, unrestrained spending, excessive eating and sexual exploitation, revenge with a tendency for cruelty, and an inclination for theatrical and sometimes irrational acts. This complex syndrome is usually manifested in excessively egocentric rulers who have almost unlimited power or, in the case of Ludwig II, an overwhelming desire to possess it. His imperial madness was possibly contributed to by an orbitofrontal brain syndrome. One conjecture is that this condition reflected a neurodegenerative process; another is that a primary deficit, initiated by brain damage following a severe bout of meningitis during Ludwig's babyhood, played a role. In this case, functional compensation by other brain areas may have eventually been counteracted by chronic substance abuse in his thirties. The monarch's life ended tragically when he was 40 by which time he had become adipose and had lost most of his teeth; meanwhile, he was placed under tutelage, dismissed and detained. Before his death by drowning in Lake Starnberg (suicide? attempted escape??), Ludwig apparently killed his psychiatrist, Bernhard von Gudden, who carelessly served as his sole attendant. Yet Ludwig's image as the beautiful fairy tale king is still alive in the hearts of successive generations of Bavarians and in the fascination demonstrated by the masses of tourists from throughout the world who visit (against his formerly declared wishes) his "dream castles".