Arrogant leadership and its impact on organizational performance - a case study in the College of Administration and Economics at the University of Kufa

Abstract

Abstract:
Leadership in general has long been linked to organizational performance. But in this paper, I will expand this theoretical knowledge by exploring the relationship between arrogant leadership and performance.
The aim of the current research is to determine the nature of the relationship between arrogant leadership and its impact on organizational performance in organizations, and because of the limitations of previous foreign and Arab studies that dealt with the variables of the current research, this research gained its importance as a result of its analysis of these variables at the organizational level of colleges, and by using the intentional sampling method. (55) questionnaires were distributed to a sample of (department heads, rapporteurs, people’s officials and their units) in the College of Administration and Economics at the University of Kufa, after which (52) were retrieved, and the number of questionnaires valid for statistical analysis was (50) questionnaires, i.e. an average of (90.9%) . Theoretical conclusions have shown that there is a knowledge gap to clarify the nature of the relationship between the current research variables of arrogant leadership and organizational performance in organizations in general and in the college under study in particular.