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Hubris

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Guidelines for Article Reviews *MGNT 7330*, *Spring ‘*10 Student identification:

Citation: Kroll, M.J., Toombs, L.A., & Wright, P. 2000. Napoleon’s tragic march home from Moscow. Academy of Management Executive, Vol. 14 (1): pp. 117-127.

Theoretical framework: The authors of this article believe that hubris comes from four major sources which feed into the individual and if the person is weak to the hype generated by their success that they will fall victim to hubris and the implications it brings. The four sources of hubris that the article discusses are narcissism, series of successes, uncritical successes of accolades, and an exemption from the rules. The three implications that are a result of a hubris person are their confidence turns to arrogance; they rely on a simplistic formula for success, and a failure to face challenging realities. The relationship between the major variables in the article can be seen in figure one. {draw:frame} Major contribution(s): This article makes a comparison between the mindset of modern corporate leadership and the activities of Napoleon Bonaparte during the early 1800’s campaign of domination of Europe. Napoleon rose through the ranks of the French Army to become the highest ranking officer and declared himself emperor through a belief that the rules did not apply to him and anything he attempted to do would be successful. The article goes into detail about his conquest of Europe and his unsuccessful attempt to conquer Russia even though his military advisors told him his plan would fail. The article draws comparative situations from the mid to late 1900’s where leaders of major corporations believed in their continued success so much that they did not listen to their advisors nor did they believe that they could fail. The companies that the article lists show the same mindset as Napoleon and the penalties they had to suffer which range from going out of business to losing billions of dollars in failed corporate takeovers. The article provides two tables labeled Table 1 and Table 2 which provide a side by side comparison of each of the sources and implications of hubris with regards to Napoleon and characteristics which executives who share the same trait will exhibit. These tables are an excellent source of information for members of the board of directors to learn in order to keep tabs on their executives and keep their company on track to success. These tables can also be used by executives to do a self evaluation which the article mentions as a good way for executives to stay ahead of the competition. Other information not included in Table 1 and Table 2 but are excellent strategies to stay humble are to listen to naysayers which are people who disagree with your logic and strategies. These naysayers are not disagreeing with you because they don’t like you it’s just that they have a secondary point of view which can allow insight into something you may have overlooked. Appointing an alter ego who senior management can trust and not be threatening to senior management can be a good strategy as they can offer dissenting points of view while still knowing their knowledge is not meant to harm but be used for completing the objective. Surrounding the corporate leader with a diverse group of members will provide different points of view from different perspectives which is a good thing because having all members of a group with similar backgrounds can lead to back decision making due to lack of insight. {draw:frame} {draw:frame} Limitations/deficiencies: The article lists that hubris was the major reason for the loss of the Russian campaign and if Napoleon was more level headed that his campaign could have succeeded. I feel that this article gives a false representation that hubris is the devil and anyone who has it is ultimately going to fail. If Napoleon had done everything right by listening to his advisors, accounting for the weather, predicting the retreating Russian armies and strategizing a plan to extend his supply lines he could still have failed. I believe this article makes a one sided appeal to the reader that if hubris is the ultimate evil then being the opposite will lead a person to always be successful. I think it is important that the article should comment on the fact that having the opposite of hubris is not always successful. Implications for practitioners: I think this article should be sent to every CEO and upper level manager in every company around the United States as I feel that there is a sense of invulnerability or “to large to fail” methodology going on. Companies which are successful are losing their competitive edge and becoming lazy because they feel that they have won the game and now are in cruise control mode. A good example of this is in the extremely competitive automotive industry where Toyota which is the world’s largest manufacturer of vehicles is having a massive 4 million car recall over faulty parts and poor software implementation. Toyota has built their business name on reliable and safe products and I feel that over the last several years their products have not lived up to their namesake as quality has been slipping. This article could help upper level management look at their history and see that they are not invincible and help stop the bleeding of customers they are currently facing. Implications for pedagogy: This article is limited to the domain of upper and middle management leadership which has the ability to make changes in their work place. I believe this article one is one of theory testing as it can be directly tested by having high ranking managers read it and test to see how their business practices change after. Logical extensions: I believe that this work could be refined by updating the examples of corporations which have failed due to hubris in their upper level management. Examples from the 2000s such has Enron and Blockbuster could make good examples for future students to read about.

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