Hubristic Start‐up Founders – The Neglected Bright and Inevitable Dark Manifestations of Hubristic Leadership in New Venture Creation Processes
基于专家访谈和案例研究，分析了初创企业创始人傲慢领导力的光明面（如愿景沟通、危机引导）和黑暗面，指出傲慢创始人虽易失败，但也能推动企业发展。
Abstract The hubris tradition of research has been criticized for limiting its scope by associating hubris predominantly with detrimental leadership behaviours. To counteract this bias, we provide a more nuanced exploration of hubris and consider both beneficial and detrimental manifestations of hubris in start‐up founders’ leadership behaviours. Our analysis, based on qualitative data from expert interviews and two case studies, indicates that, whilst hubristic start‐up founders are likely to fail overall, they also excel in creating and communicating visionary scenarios, steering employees through critical situations, and extracting commitment from third parties. These under‐researched ‘bright’ manifestations of hubris allow start‐up founders to lead their venture towards a stage, in which their visionary power and resilience become crucial prerequisites for economic progress. Our findings extend knowledge on hubristic leadership, offer new directions for the hubris tradition of research, and open up avenues for future research with a more balanced view of hubris.