شناسایی و اولویت‌بندی راهکارهای رفع سندروم هوبریس در میان مدیران سازمان‌های ورزشی ایران
محورهای موضوعی : رفتار سازمانی در ورزشالهام ارشادی رابری 1 , فهیمه ادیب صابر 2 * , علیرضا علمیه 3
1 - دانشجوی دکترای مدیریت ورزشی، واحد رشت، دانشگاه آزاد اسلامی، رشت، ایران
2 - استادیارگروه تربیت بدنی، دانشکده علوم انسانی، واحد رشت، دانشگاه آزاد اسلامی، رشت، ایران
3 - دانشیارگروه تربیت بدنی، دانشکده علوم انسانی، واحد رشت، دانشگاه آزاد اسلامی، رشت، ایران
کلید واژه: سندروم هوبریس, قدرت, منابع انسانی, مدیران,
چکیده مقاله :
تحقیق حاضر باهدف شناسایی و اولویت‌بندی راهکارهای رفع سندروم هوبریس در میان مدیران سازمان‌های ورزشی ایران طراحی و اجرا گردید. تحقیق حاضر از نوع، تحقیقات توصیفی تحلیلی می¬باشد که به‌صورت میدانی انجام گردید. جامعه آماری تحقیق حاضر شامل خبرگان آگاه به موضوع پژوهش می‌باشند. بر اساس انتخاب گلوله¬برفی، تعداد ۱۴ نفر به‌عنوان نمونه تحقیق مشخص گردیدند. در پژوهش حاضر، به‌منظور طراحـی چـارچوب مفهـومی تحقیق از نظریه سه‌شاخگی کمک گرفته شد. ابزار گردآوری اطلاعات در تحقیق حاضر شامل پرسشنامه محقق ساخته بود. کلیه روند تجزیه‌وتحلیل داده-های تحقیق با استفاده از نرم‌افزار بی تی تاپسیس اسلور انجام گردید. نتایج تحقیق حاضر نشان داد که تعداد 12 راهکار به‌عنوان راهکارهای رفع سندروم هوبریس در میان مدیران سازمان‌های ورزشی ایران شناسایی گردید. با توجه به نتایج روش تاپسیس مشخص گردید که شناسایی ذینفعان سازمان‌های ورزشی و تعامل با آنان جهت شناسایی نیازها و دغدغه‌های آنان با ضریب 7684/0 مهم‌ترین راهکار رفع سندروم هوبریس در میان مدیران سازمان‌های ورزشی ایران مشخص گردید. بنابراین پیشنهاد می‌گردد تا با شفاف‌سازی فعالیت‌های رسانه‌ای و روابط عمومی سازمان‌های ورزشی در جهت بیان حقایق موجود در سازمان و قدرت بخشی به کمیسیون ها، کمیته‌ها و گروه‌های فعال در سازمان‌های ورزشی؛ شرایطی در جهت کنترل سندروم هوبریس در سازمان‌های ورزشی ایران را فراهم نمود.
Extended Abstract
Introduction
Today, organizations are known as important human centers that have an important and high importance by providing products and services to societies. Today's organizations are managed by human resources, and these human resources have a different and variable position in terms of hierarchy. The difference in the performance and levels of human resources, as well as the complexities in organizations, has caused interpersonal interactions and interactions between individuals in organizations to have an important position today. In order to improve their performance and create a suitable platform to achieve the intended goals, organizations should improve interpersonal and group interactions among their members and always try to create a suitable platform for the formation of these interactions. One of the important issues in the field of organizational studies is measuring the performance of organizational managers. Today, various phenomena have affected the behavior of managers. In general, the concept of hubris has not been comprehensively investigated as an important issue in organizational environments. On the other hand, the research gap regarding hubris syndrome in Iran and in sports organizations has caused there to be no information regarding the existence of hubris syndrome in sports organizations. In a way, this issue has caused this phenomenon to be ignored; there is no basis for confronting and managing the phenomenon of hubris syndrome. Conducting the present study can have positive functions from a scientific and practical perspective. From a scientific perspective, conducting the present study with the aim of analyzing the phenomenon of "hubris syndrome" in Iranian sports organizations can create evidence about this phenomenon and lead to eliminating the research gap in this regard. Given the lack of evidence sources regarding the phenomenon of hubris syndrome; conducting the present study can be of great help from a scientific and practical perspective in removing ambiguity about this phenomenon and help to form solutions in this regard. With this in mind, the present study was designed and implemented with the aim of identifying and prioritizing solutions to eliminate hubris syndrome among managers of Iranian sports organizations.
Methodology
The present study is a descriptive-analytical research that was conducted in the field. In this study, according to the purpose of the study, participants were selected based on purposive sampling from among people who were aware of the research topic. The inclusion criteria for the research samples included executive background (having executive background in the field of sports for more than 7 years), research background (having at least 3 recent studies close to the research field), and knowledge and awareness of the phenomenon (having technical and scientific knowledge of the processes of the above phenomenon from a managerial, sports, and medical perspective). The sample selection process continued until no new data emerged during the information gathering process, in other words, the data reached saturation in 13 interviews, and the continuation of the interviews was conducted solely to ensure the findings. In this study, 14 interviews were conducted with 14 people. In the present study, the triangulation theory was used to design the conceptual framework of the research. The three-pronged model includes structure, content, and context, which is a type of logical model in the classification of models; all concepts, events, and organizational phenomena can be examined, studied, and analyzed in the form of three branches: structure, content or behavior, and context.
Results
The results of the present study showed that 12 solutions were identified as solutions to eliminate hubris syndrome among managers of Iranian sports organizations. According to the results of the TOPSIS method, it was determined that identifying the stakeholders of sports organizations and interacting with them to identify their needs and concerns was identified as the most important solution to eliminate hubris syndrome among managers of Iranian sports organizations with a coefficient of 0.7684. Therefore, it is suggested that by clarifying the media activities and public relations of sports organizations in order to express the facts existing in the organization and empowering commissions, committees and active groups in sports organizations, conditions should be provided for controlling hubris syndrome in Iranian sports organizations.
Discussion and Conclusion
Hubris syndrome in management refers to the tendency of managers to be arrogant and misjudge their abilities and powers. This phenomenon arises as a result of repeated successes and a sense of power and can lead to illogical decisions, ignoring the opinions of subordinates, and inflexibility towards change. Managers who fall into this syndrome trap not only harm their individual performance, but can also lead the entire organization to failure and stagnation. Therefore, identifying and managing hubris syndrome in management environments is essential to lead to healthy and efficient competition. Paying attention to hubris syndrome and controlling this syndrome in organizational environments can make managers pursue decision-making in organizational environments more scientifically. The lack of knowledge about the status of hubris syndrome in Iranian sports organizations has led to the design and implementation of the present study with the aim of identifying and prioritizing solutions to eliminate hubris syndrome among managers of Iranian sports organizations. According to the results of the present study, it is suggested to identify the stakeholders of sports organizations and interact with them to identify their needs and concerns and facilitate intra-organizational communication through the design of relevant electronic systems; to provide conditions for controlling hubris syndrome in Iranian sports organizations. The present study also had limitations, including access to real information of individuals, cultural and social differences among Iranian sports organizations, and environmental, economic, and political changes in the country and its impact on the performance of managers as well as on their views on hubris syndrome.
Keywords: Hubris Syndrome, Power, Human Resources, Managers
Abed, R. T. (2011). The hubris syndrome: is it necessarily pathological? The Psychiatrist, 35(6), 237-237. DOI: https://doi.org/10.1192/pb.35.6.237a. Akstinaite, V., Garrard, P., & Sadler‐Smith, E. (2022). Identifying linguistic markers of CEO hubris: a machine learning approach. British Journal of Management, 33(3), 1163-1178. DOI: https://onlinelibrary.wiley.com/doi/abs/10.1111/1467-8551.12503. Alan, Y., Arrais, J., Çelik, G., Chan, K. W., Crippen, C., Hean, L. L., & Welongo, M. (2020). Global servant-leadership: Wisdom, love, and legitimate power in the age of chaos. Lexington Books. DOI: https://books.google.com/books?hl=en&lr=&id=ATQGEAAAQBAJ&oi. Ali, B. J., & Anwar, G. (2021). Strategic leadership effectiveness and its influence on organizational effectiveness. International Journal of Electrical, Electronics and Computers, 6(2). 1-10. DOI: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3835697. Andrade, J., Mendes, L., & Franco, M. (2024). The Effect of Owner-Managers’ Personality Traits on Organisational Ambidexterity in the Context of Small and Medium-Sized Enterprises. Sustainability, 16(2), 507-513. DOI: https://doi.org/10.3390/su16020507. Asad, S., & Sadler-Smith, E. (2020). Differentiating leader hubris and narcissism on the basis of power. Leadership, 16(1), 39-61. DOI: https://journals.sagepub.com/doi/abs/10.1177/1742715019885763. Berger, J., Osterloh, M., Rost, K., & Ehrmann, T. (2020). How to prevent leadership hubris? Comparing competitive selections, lotteries, and their combination. The Leadership Quarterly, 31(5), 101-118. DOI: https://doi.org/10.1016/j.leaqua.2020.101388. Brink, A., Benyayer, L. D., & Kupp, M. (2024). Decision-making in organizations: should managers use AI? Journal of Business Strategy, 45(4), 267-274. DOI: https://www.emerald.com/insight/content/doi/10.1108/jbs-04-2023-0068/full/html. Brown, B. A. (2018). Hubris syndrome in the relationship between School-Heads and Board-Chairs in private commercial secondary schools in Botswana: Implications for school leadership. International Journal of Educational Development, 60, 157-164. DOI: https://doi.org/10.1016/j.ijedudev.2017.07.007. Claxton, G., Owen, D., & Sadler-Smith, E. (2015). Hubris in leadership: A peril of unbridled intuition? Leadership, 11(1), 57-78. DOI: https://journals.sagepub.com/doi/abs/10.1177/1742715013511482. Garrard, P., Garrard, & Barlow. (2018). Leadership hubris epidemic. Basingstoke, UK: Palgrave Macmillan. DOI: https://link.springer.com/book/10.1007/978-3-319-57255-0. Jha, R., Roy, S., & Tripathi, U. (2020). The hubris syndrome: the ethical failure of successful leaders, 1-11. DOI: https://jsm.ut.ac.ir/article_99386_04c79dee0e30775111afa9e31fdca3bf.pdf. Jiang, Z., Peng, C., & Yan, H. (2024). Personality differences and investment decision-making. Journal of Financial Economics, 153, 103776. DOI: https://doi.org/10.1016/j.jfineco.2023.103776. Liapis, C. C. (2022). From Ancient Hatei to Hubris Syndrome in SARS-CoV-2 Health Crisis Management. Psychiatria Danubina, 34(1), 111-115. DOI: https://hrcak.srce.hr/file/401798. Molavi, Z., Nouri, L. (2022). Positive deviant behaviors and factors affecting their occurrence among employees of government organizations, case study: government organizations of Qom province, Management of government organizations, 10 (3), 86-75. (Persian). DOI: https://doi.org/10.30473/ipom.2022.61973.4503. Rivers, M. N. (2022). A Builder’s Mind: The Strategic Roles of Humility, Wisdom,
1-15 ، مدیریت و رفتار سازمانی در ورزش، بهار 1404 ، دوره 14 ، شماره 17
15
and Cooperation in Leadership. In The Mind of a Leader (pp. 217-231). Palgrave Macmillan, Cham. DOI: https://link.springer.com/chapter/10.1007/978-3-031-07206-2_14. Rodgers, C. (2011). Hubris syndrome: An emergent outcome of the complex social process of everyday interaction. The Daedalus Trust. 1-9. DOI: https://informalcoalitions.typepad.com/HUBRIS%20SYNDROME%20. Russell, G. (2011). Psychiatry and politicians: the ‘hubris syndrome’. The Psychiatrist, 35(4), 140-145. DOI: https://www.cambridge.org/core/journals/the-psychiatrist/articl. Sadler-Smith, E. (2021). Hubris, bad judgement and practical wisdom in politics and business. In Judgment and Leadership (pp. 104-116). Edward Elgar Publishing. DOI: https://www.elgaronline.com/abstract/edcoll/9781839104091/9781839104091.00014.xml. Sadler-Smith, E., & Tourish, D. (2021). Hubris in management. In Oxford Research Encyclopedia of Business and Management. 1-10. DOI: https://doi.org/10.1093/acrefore/9780190224851.013.334. Shariatnejad, A. (2022). Identifying the effective factors and consequences of the phenomenon of leaders' hubris using the fuzzy DEMATEL method, case study: government organizations, Management of government organizations, 10 (3), 102-87. (Persian). DOI: https://doi.org/10.30473/ipom.2022.61501.4489. Shiri, A., Seifi, A., Heydarnejad, Z. (2022). Designing a model of meritocratic behavior of managers of government organizations, Management of government organizations, 10 (3), 26-1. (Persian). DOI: https://doi.org/10.30473/ipom.2022.60884.4476. WARNING, W. (2018). The hubris syndrome approach. Hubristic Leadership, 50, 1-28. DOI: https://books.google.com/books?hl=en&lr=&id=E4bwEAAAQBAJ&oi. Wijayanti, D. M., Senjani, Y. P., & Farah, W. (2024). The role of Machiavellian personality, altruistic personality, religiosity, whistleblowing system, and accounting firm size in mitigating fraud intention. Journal of Financial Crime, 31(1), 119-134. DOI: https://www.emerald.com/insight/content/doi/10.1108/jfc-02-2023-0034/full/html. Wray, T. (2016). The role of leader hubris in the decline of RBS and Lehman Brothers. In The intoxication of power (pp. 229-251). Palgrave Macmillan, London. DOI: https://link.springer.com/chapter/10.1057/9781137439666_12. Yuengert, A. M. (2021). Practical Wisdom and Management Science. Business Ethics and Catholic Social Thought, 49, 1-8. DOI: https://philpapers.org/rec/YUEPWA. Zeitoun, H., Nordberg, D., & Homberg, F. (2019). The dark and bright sides of hubris: Conceptual implications for leadership and governance research. Leadership, 15(6), 647-672. DOI: https://doi.org/10.1177/1742715019848198