Arrogant Patterns among department heads
Abstract
Arrogance is a very serious psychological and social problem, with negative repercussions on productivity in institutions, the relationship between superiors and subordinates, and the overall functioning of the institution. It is a behavior exhibited by individuals in the management of an institution, characterized by exaggerating one's capabilities and achievements compared to what one actually possesses, comparing oneself to others, not accepting the opinions of others, and displaying superiority with hostility towards them. This in itself constitutes an obstacle to improving the work of institutions, increasing the effectiveness of subordinates, and developing their work. It also affects the behavior of subordinates within the institution. In light of the above, the current study seeks to measure the patterns of arrogance among department heads on a sample of (300) department heads, both male and female. The sample was selected using a stratified random method and a proportional approach. To measure this variable, a scale of arrogance patterns was constructed in accordance with Cowan's theory (2019). In its final form, it consisted of (28) items according to a five-point Likert scale, distributed among three patterns: (individual arrogance, comparative arrogance, and hostile arrogance). After verifying the validity and reliability of the scale and statistically analyzing its items on the research sample, the research results indicated that department heads exhibit individual arrogance, and that male department heads are more individual arrogant than females. There is no difference between department heads with scientific and humanities specializations in terms of individual arrogance patterns, and there is an interaction between gender and specialization variables to influence individual arrogance.
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