Hubris in leadership: a peril of unbridled intuition? (2015)

“The authors argue that intuition is a central factor in hubristic leadership. Further, that when intuition becomes misunderstood, unchecked or unbridled, hubristic behaviour is more likely to appear.

Guy Claxton, University of Winchester, UK
David Owen, House of Lords, London, UK
Eugene Sadler-Smith, University of Surrey, UK

‘Leadership’ 2015
Volume 11, Issue 1 (2015), pp.57-78.

Research has identified the perils of hubristic leadership in politics, the military and business organizations. It has also linked hubris with personality disorders and various factors at the organizational and individual levels.

However, the cognitive and affective antecedents of hubris have been largely overlooked.

The authors argue that intuition, existing as it does at the nexus of cognition and affect, is a central factor in hubristic leadership. Further, that when intuition becomes misunderstood, unchecked or unbridled within a powerful individual, hubristic behaviour is more likely to appear.

They 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; and suggest how the perils of hubristic leadership stemming from unbridled intuition might be avoided or mitigated.

Access a pdf here: Hubris in leadership: A peril of unbridled intuition?