Preventing and curing hubris in leaders

Abstract

Using examples from history, current and recent events, and case studies from her own business and political leadership consultancy practice, in which she acts as a C Suite thinking partner, Dr. Otazo delineates nine prosocial virtues whose practice can neutralize hubris. She also shows how institutional cultures are more or less conducive to hubristic leadership, illustrating the argument with some examples of incompatibility between organisations and people in senior positions within them, and examines processes of hiring to prevent hubris and mentoring to cure it. In the case of hiring, answers to interview questions, an understanding of what candidates can handle and how they intend to perform as they transition into a new role are important guides. The significance of red flags in candidates’ past and how they act under pressure are also discussed. Hubris may be prevented in existing employees by ensuring that leaders: (i) observe limits and boundaries on their behavior; (ii) pay attention to their mentoring and feedback; (iii) identify useful mentors in their network; (iv) have a team of reports with varied points of view; and (v) pay attention to their team.