KİBİRLİ LİDERLİK ÜZERİNE BİR ÖLÇEK GELİŞTİRME ÇALIŞMASI: ÇOK YÖNLÜ BİR BAKIŞ AÇISI

Kibirli liderler ya da yöneticilerin, kendilerine duydukları aşırı güven ve hırsları sonucunda yüksek düzeyde kendini beğenmişlik ve başkalarına (personel, hissedar vb.) karşı gerçekleştirdikleri tanrısal tutumları, sistematik olarak verdikleri stratejik kararlar da göz önüne alındığında bulundukları örgütlerin nihai performansı ve gelecekteki başarısı için tehlike teşkil etmektedir. Bu bağlamda çalışmanın temel amaçları (1) “kibirli liderlik” kavramına ilişkin literatürün gelişimine katkıda bulunmak ve (2) geçmişten günümüze gelen bu liderlik tarzını ölçmek için çok boyutlu bir ölçek geliştirmektir. Kibirli liderlik günümüze kadar sadece niteliksel olarak tartışılmış olup nicel olarak analiz edilmemiştir. Gerçekleştirilen analizler neticesinde kibirli liderliğin (a) bireysel, (b) durumsal ve (c) ilişkisel olmak üzere çok boyutlu olduğu ortaya konmuştur.

Anahtar Kelimeler:

Kibirli Liderlik, Yönetsel Kibir, Aşırı Güven, Aşırı Hırs, Ölçek Geliştirme

A SCALE DEVELOPMENT STUDY ON HUBRISTIC LEADERSHIP: A MULTI-FACETED PERSPECTIVE

It is an undeniable fact that hubristic leaders’ or executives’ over-confidence and over-ambition together with a high level of self-conceit and God-like attitudes over others (i.e., personnel, shareholders, etc.) present a danger for organizations’ ultimate performance and future success since they take systematically strategic decisions and make crucial choices incessantly. By taking all the above into account, the main goals of this study are (1) to contribute to the enhancement of literature regarding the concept of “hubristic leadership” and (2) to develop a multidimensional scale to measure “it, which has been discussed only qualitatively so far but it has not been analyzed quantitatively yet. After having a depth analysis and a closer inspection of the definitions of the construct and the compounds of its items, it is found that the construct is multidimensional comprised of (a) individual, (b) situational, (c) relational.

Keywords:

Hubristic Leadership, Managerial Hubris, Overconfidence, Overambition, Scale Development,

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