Workplace and workplace leader arrogance: A conceptual framework

Abstract

AbstractThis study aims to clarify the meaning of arrogance in the context of the workplace and leadership. Arrogance is reported to have detrimental workplace effects, yet there is no synthesis of the literature nor identification of future research directions. We systematically reviewed the literature to understand the definitions, antecedents and outcomes of workplace and workplace leader arrogance, with the aim of advancing theory and identifying potential oversights in the literature to create opportunities for future researchers. We identified 42 scholarly articles on workplace arrogance and workplace leader arrogance published between 2000 and September 2023. Arrogance, including workplace and workplace leader arrogance, is generally defined as a misplaced sense of superiority, manifested as disparaging behaviour towards others. Of the 42 studies reviewed, 18 (15 empirical and 3 non‐empirical) purposefully investigated workplace and workplace leader arrogance. Using definitions from 37 of the studies, we discerned that workplace and workplace leader arrogance comprised a sense of superiority that manifested as unacceptable behaviour towards others, usually with damaging consequences. Further, we differentiated arrogance from similar constructs such as narcissism, hubris and pride by examining the purpose and role of each, as well as points of confusion. Whereas the antecedents of workplace and workplace leader arrogance include belief and bias, conceptions of the self and the broader work environment, the outcomes include people, culture and business. Our findings advance arrogance and leadership theory by clarifying the construct of workplace and workplace leader arrogance and providing a novel framework for understanding its antecedents and outcomes.