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This chapter focuses on issues that arise when certain professors invoke the age-old hierarchy of position their terminal degrees bestow on them and interact in elevated ways with graduate students and sometimes with faculty members as well. Lack of relationship with peers/students, absence of appreciation for others' contributions and resistance to change, coupled with academic positions that allow them to aggrandize themselves (and get away with it) sit at the core of some male behaviors I have experienced. In this work, Lugones' notions of “arrogant perception” and “loving acceptance” are used as the central conceptual lens through which three in situ, betwixt-and-between career experiences are presented, unpacked and traced to their roots. While position, gender and power play out excessively in the three featured scenarios in this work, this does not mean that all males claim and act on the dominant plotline that history has bestowed on them. Neither does it mean that all females reject that plot as well. The shifting positioning of both males and females are sample topics for potential follow-up research.

As we engaged in this research, we returned to the earliest uses of the term curriculum making that we could find. We were not surprised to learn that curriculum making is most commonly used to refer to making the planned or mandated curriculum (Jackson, 1968) and not in reference to the curriculum making in which teachers and children engage in classroom and schools (Clandinin & Connelly, 1992). However, in our search, we read Cremin (1971), who drew our attention to William Torrey Harris, a school superintendent in the St. Louis school system in the United States during the 1870s. As Cremin wrote,What is of special interest is rather the analytical paradigm. There is the learner, self-active and self-willed by virtue of his humanity and thus self-propelled into the educative process; there is the course of study, organized by responsible adults with appropriate concern for priority, sequence, and scope; there are materials of instruction which particularize the course of study; there is the teacher who encourages and mediates the process of instruction; there are the examinations which appraise it; and there is the organizational structure within which it proceeds and within which large numbers of individuals are enabled simultaneously to enjoy its benefits. All the pieces were present for the game of curriculum-making that would be played over the next half-century; only the particular combinations and the players would change. (p. 210)

Excessive entitlement, the enacted belief that one's voice, opinion, or assessment holds more weight than that of others (even those of one's own kind), and how it unavoidably rubs against their sense of their best-loved self, is the focus of this chapter. Some define excessive entitlement as a kind of greed where individuals in academia elevate themselves and lord their perceptions/stances over others. This work is situated in the academy and involves relationships and situations that arose between and among graduate students and professors as well as between and among professors and other professors. Wedged between conflicting agendas, individuals feel pulled from pillar-to-post as they experience differing phenomena and images playing out within themselves, some seriously challenging their images of the best-loved self. This fine-grained scholarship illustrates that although strides have been made around gender, professional backgrounds, ethnicity, and race in society, room for significant improvement still exists, most especially at the micro-levels where aggressions can still take place. This research reveals intertwined hegemonies in academia. Narrative inquiry – a storied method that unpacks stories – deftly skirts research issues by including fictionalization as a fourth analytical tool, joining the conventional tools of broadening, burrowing and storying-restorying. Using these devices situates the inquiry, burrows into stories of experiences, and illuminates shifts taking place. Truth is established through employing multiple research tools over time and gauging the extent to which the intersecting narratives ring true to those outside the research situation.

The interim research text shared at the beginning of this chapter was composed from field notes and other field texts created as we lived alongside Ji-Sook in her school and home places and through conversations with Ji-Sook and with Mrs. Han. The interim research text shows something of ways in which we recognized Ji-Sook's curriculum making as interwoven with her assessment making and identity making. By tracing Ji-Sook's assessment making in this interim research text, we see that before our coming to know Ji-Sook, she and her parents were already engaged in this process. At the centre of the family's assessment making was Ji-Sook's life, the life curriculum she was composing in Korea. As described in earlier chapters, Mr. and Mrs. Han were concerned about the competitive aspects of schooling in Korea. As Ji-Sook's parents, they wanted Ji-Sook to be deeply engaged in learning in school. In part, Mr. and Mrs. Han did not want Ji-Sook's life to be shaped by the dominant social and cultural plotlines of competition for the highest grades in schools in Korea. However, they did want her to attend university. Mr. and Mrs. Han had experienced long years of studying and testing as they competed for grades that would guarantee their acceptance into a Korean university. This was not what Mr. and Mrs. Han wanted for Ji-Sook's life, for her identity making. It was their dream of a “happier” childhood for Ji-Sook that shaped the family's immigration to Canada.

We started our exploration of the notion of excessive teacher/faculty entitlement with the metaphor of digging. In this final chapter, we assemble the major themes that the international scholars in this book unearthed. This comprehensive review helps us take stock of where we started (came from) and to position us where we are at. It also opens up for further consideration where we are going. A plotline emerges for thinking about teacher support in ways that eschew entitled feelings and promotes a beneficial sense of self-esteem, moral value and professional responsibility that needs nurturing as new challenges in the field unfold.

The presence and practice of individual and organizational humility has the power to enable organizational growth and change. Humility drives behaviors associated with learning and the ability to embrace the value of existing mental models while valuing the insights offered by new perspectives and approaches. This paradox-savvy practice, observed in humble individuals and organizations, allows them to appropriately value what is working about the existing system while simultaneously embracing the need for change. Our research finds humble behaviors emerging within psychologically safe environments that foster an attitude of inquiry, kinship, extraordinary collaboration, and professional excellence. Humble behaviors, at every organizational level, appear to enhance both individual and group capabilities that drive long term strategic advantage. Five capabilities were identified in our research: diverse networks, shared values, flexibility and adaptability, judgment and decision-making, and organizational learning. We bring these concepts to life by synthesizing established and emerging research, as well as diving deeply into an empirical case study that leverages humble practices in order to effectively drive organizational change. We argue that humility can impact organizing at all levels (individuals, leaders, followers, teams, executives, and organizations) and in so doing create the conditions in which sustainable organizational change can flourish.

The purpose of this paper is to test the effects of CEO arrogance on key attitudes of a company’s top management team (TMT).

An experimental design involving a business simulation is used to test the effects of a CEO’s perceived arrogance and humility on the TMT in a boardroom setting.

The study finds that, as predicted, arrogant CEOs adversely impacts TMT engagement, cohesiveness, collaboration and consensual decision-making. Thus, the higher the level of CEO arrogance, the lower the levels of positive TMT attitudes. The study intriguingly also finds that CEOs who displayed humility also negatively influenced the attitudes of the TMT.

The study took place in South Africa, which may limit the generalizability of the findings. The use of a laboratory experiment may affect the ecological validity of the findings.

The results demonstrate that a “Goldilocks” area of neutrality between arrogance and humility should be sought after by CEOs and recruiters of CEOs. If this is impossible, humble CEOs are preferable to arrogant ones.

This paper empirically demonstrates that arrogant leaders negatively impact their TMT followers in a boardroom environment across a number of attitudes that are keys to the success of effectively managing a corporation. The study also demonstrates that moderation is desired by followers and that CEOs being perceived as overly humble is almost as bad as being perceived as arrogant.

This article aims to present an alternative approach to diagnosing behavioral barriers to organizational learning.

The paper juxtaposes interruptions in organizational learning with characteristics of narcissism and arrogant organization disorder. Psychoanalytically informed theory and DSM‐IV criteria are applied to interruptions in organizational learning and an alternative approach to diagnosing behavioral barriers to organizational learning is suggested.

This paper illustrates how managers might account for human failings when considering organizational learning in less than ideal settings.

This paper demonstrates how informed psychoanalytical theory can be applied to the learning organization and provides a framework from which to diagnose and deal with arrogant organization disorder.

To remind readers of the decline in America's reputation and the importance of “citizen diplomacy” in addressing the problem.

Business for Diplomatic Action (BDA) asked people in more than 100 countries to give advice for Americans who travel outside the US. Their responses formed the foundation for a World Citizens Guide produced and distributed by BDA to US youth who travel and study abroad. Based on the success of this students' guide, a business travelers' guide will be released in the first quarter of 2006.

Research confirms that Americans are broadly seen as arrogant, self‐absorbed, ignorant of other cultures and insensitive. These perceptions are at least partially formed by interaction with the Americans who make 60 million trips abroad every year. By following the advice of people in host countries, US citizens who travel can begin to improve America's reputation.

The article includes 16 specific suggestions that, followed, will make American business travelers better ambassadors for their country.

Understanding how Americans are perceived is the first step toward modifying arrogant and insensitive behavior. American business travelers who learn to be more sensitive to the foreign cultures they encounter will not only enhance their chances for business success but will improve the perception of their country at the same time.