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Information Journal Paper

Title

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

Pages

  561-592

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.

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    • Cite

    APA: Copy

    Bagherzadeh khodashahri, Razieh, SEPAHVAND, REZA, Mousavi, Seyed Najmodin, & HAKKAK, MOHAMMAD. (2021). Policymakers' Desire to Persistence of Power: A Paradox of Hubris and Power. JOURNAL OF PUBLIC ADMINISTRATION, 13(3 ), 561-592. SID. https://sid.ir/paper/953082/en

    Vancouver: Copy

    Bagherzadeh khodashahri Razieh, SEPAHVAND REZA, Mousavi Seyed Najmodin, HAKKAK MOHAMMAD. Policymakers' Desire to Persistence of Power: A Paradox of Hubris and Power. JOURNAL OF PUBLIC ADMINISTRATION[Internet]. 2021;13(3 ):561-592. Available from: https://sid.ir/paper/953082/en

    IEEE: Copy

    Razieh Bagherzadeh khodashahri, REZA SEPAHVAND, Seyed Najmodin Mousavi, and MOHAMMAD HAKKAK, “Policymakers' Desire to Persistence of Power: A Paradox of Hubris and Power,” JOURNAL OF PUBLIC ADMINISTRATION, vol. 13, no. 3 , pp. 561–592, 2021, [Online]. Available: https://sid.ir/paper/953082/en

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