The dark side of leadership: Towards a mid‐range theory of hubris and greed in entrepreneurial contexts. (2015)

“Specifically, we examine the potential for, and the outcomes of, the display of greed and hubris in different entrepreneurial contexts.

Katalin Takacs Haynes, University of Delaware; Michael A. Hitt, Texas A&M University; Joanna Tochman, Campbell, University of Cincinnati
Journal of Management Studies, 52(4), 479-505.

“There is much research suggesting that strategic leaders matter, these days perhaps more than ever. Most research on entrepreneurial leaders focuses on the ‘bright’ side, or leaders’ positive characteristics and how those benefit entrepreneurial organizations.

“In contrast, we focus on a less-often studied aspect – the ‘dark’ side of entrepreneurial leadership, which also has a critical influence on the success of the firm.

“Specifically, we examine the potential for, and the outcomes of, the display of greed and hubris in different entrepreneurial contexts.

“We present a theoretical model of moderated mediation, focused on the effects of greedy and hubristic behaviour by entrepreneurial leaders on the firm’s human and social capital, and consequently venture success. However, the negative relationship manifests differently in the presence of certain firm-level characteristics.

“We examine the implications of the dark side of entrepreneurial leadership and recommend several avenues for future research. In so doing, this work contributes to the development of a mid-range theory of the dark side of entrepreneurial leadership.”

Access the paper here: Towards a mid‐range theory of hubris