Author: Graeme Mitchell
Mitchell, Graeme, 2024 Arrogant Leadership and Innovative Work Behaviour in Times of Discontinuity, Flinders University, College of Business, Government and Law
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Abstract
This study aims to determine whether there is a relationship between leader arrogance (LA) and innovative work behaviour (IWB) in ‘times of discontinuity’ and, if there is, the type of relationship that exists. Most studies have indicated that arrogance is a vice that has a detrimental impact, both on perpetrators and victims, yet alternative accounts have suggested it may also have a positive impact. To clarify this apparent contradiction as regards the effects of arrogance in the workplace, a qualitative approach was adopted in this study and the documentary analysis methodology was used to explore the documented leadership behaviour and impact of prominent chief executive officers across the wider business community. The research design involved the use of systematic reviews of literature on LA and IWB for constructing two data analysis frameworks based on the antecedent–behaviour–consequence model, which were applied to analyse the collected data for the period from 2000-2024. That is, in the LA systematic literature review, 42 studies were examined, which resulted in the identification of 52 antecedents, 160 behaviours and 63 outcomes. Likewise, in the IWB systematic literature review, 53 studies were reviewed, which revealed 56 antecedents, 40 behaviours and 12 consequences. Data were collected by triangulating accounts of LA behaviour and employee IWB drawn from media articles and biographies. The two frameworks were applied to the data, which were then extracted, coded and organised for both manual and digital analysis (using the MAXQDA software) to identify themes that would inform the research question.
The context for this thesis has been set as ‘times of discontinuity’, a term for the changed business and social environment experienced through events such as the 2007–2009 Global Financial Crisis and, more recently, the 2019 pandemic because of the coronavirus disease. Watson-Manheim, Chudoba and Crowston (2002) referred to discontinuity as a gap, or lack of coherence, in aspects of work, such as the work setting, task and relationships with other workers or managers.
A category theme analysis was conducted using manual and computer-assisted qualitative analyses, although showing no relationship between LA and IWB, indicated that inspirational leaders who articulate an evocative vision and create conditions in which employees meaningfully grow and develop from the experience of working with such leaders will find their usually objectionable behaviour may be tolerated.
Significantly, the documentary analysis approach relies on the quantity and quality of documents from credible sources to effect a useful study that can produce meaningful outcomes. Given the data limitations of this study, areas for future research have been identified, including the ideas that the intention to harm may explain the extremes of arrogant behaviour and that anger is an aspect of arrogance that requires examination. In addition, determining how inspirational leaders effectively use more autocratic and authoritarian behaviours without detriment could provide valuable insight.
Keywords: Arrogance, Leader Arrogance, Superiority, Elitism, Haughtiness,Dominate, Innovative Work Behaviour, Discontinuity, Documentary Analysis
Subject: Business thesis
Thesis type: Doctor of Philosophy
Completed: 2024
School: College of Business, Government and Law
Supervisor: Dr Adela McMurray