Indexes - all Resources
When confidence is detrimental: influence of overconfidence on leadership effectiveness. (2011)
"Although leaders should be enocuraged to be confident, there is a risk in encouraging overconfidence. In fact, leaders should try to keep their confidence fairly low when it is necessary to see deficiencies and make plans. Shipman, A.S., Mumford, M.D., University of Oklahoma USA The Leadership Quarterly 22(4): 649-665 It is widely acknowledged that leaders should be confident, but can they be overconfident? And...
Written by: Shipman and Mumford.
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Overconfidence and early-life experiences: the effect of management traits on corporate financial policies. (2011)
"..overconfident managers use less external finance .. CEOs who grew up during the Great Depression are averse to debt .. CEOs with military experience pursue more aggressive policies Malmendier, U., University of California - Berkeley Tate, G., University of California at Los Angeles Yan, J. Journal of Finance 66(5): 1687-1733. The authors show that measurable managerial characteristic...
Written by: Malmendier, Tate and Yan.
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The neurobiological substrates of authority: costs and benefits. (Nov 2011)
"One cost of exerting authority is that its operation may be degraded under conditions of stress ... this may be manifest in part as the 'hubris syndrome', Professor Trevor W Robbins, Head of Psychology Department at the Behavioural and Clinical Neuroscience Institute, University of Cambridge. Published summary of a paper presented as part of the Tanner Lectures delivered at Clare Hall, Cambridge University, in N...
Written by: Robbins, Trevor W.
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CEO overconfidence and management forecasting. (2011)
"Overconfident CEOs are more likely to issue optimistically biased forecasts because they overestimate their ability to affect their financial results and/or they underestimate the probability of random events Hribar, P., University of Iowa - Henry B. Tippie College of Business Yang, H., University of Pennsylvania - The Wharton School Chief Executives should be confident and most likely have got to the C-suite...
Written by: Hribar and Yang.
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A culture of mania: a psychoanalytic view of the incubation of the 2008 credit crisis. (2011)
"The financial turmoil of 2008 (was) preceded by an incubation period lasting for over two decades during which a culture of mania developed .. a culture comprised of denial; omnipotence; triumphalism; and over-activity. Prof Mark Stein, Chair in Leadership and Management, School of Management, University of Leicester Organization, 18(2) 173–186 “The financial turmoil of 2008 constituted a ...
Written by: Stein, Prof Mark.
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Research Cafe 1 (2011) – preview
Geoff Marlow, a member of the Deadalus Trust Steering Committee introduces the upcoming Research Cafe and the hopes for what it will achieve. The Cafe was held in conjunction with the Brain Mind Forum on 7 October 2011, Magdalen College, Oxford.
Written by: Marlow, Geoff.
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The detrimental effects of power on confidence, advice taking, and accuracy. (2011)
"Power can exacerbate the tendency for people to overweight their own initial judgment, such that the most powerful decision makers can also be the least accurate. See, K.E., Morrison, E.W., Stern School of Business, New York University, New York, NY 10012, United States, Rothman, N.B., College of Business and Economics, Lehigh University, Bethlehem, PA, Soll, J.B., Fuqua School of Business, Duke University, D...
Written by: See, Morrison, Rothman and Soll.
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The evolution of overconfidence. (Sept 2011)
"The fact that overconfident populations are evolutionarily stable may help to explain why overconfidence remains prevalent, even if it contributes to hubris, market bubbles, financial collapses, policy failures, disasters and costly wars. Dominic D. P. Johnson, Politics and International Relations, University of Edinburgh James H. Fowler, Division of Medical Genetics and Department of Political Science, University of C...
Written by: Johnson and Fowler.
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Power and over-confident decision-making. (2011)
"In 2009, British Petroleum (BP) executives confidently down-played potential risks associated with their Gulf of Mexico oil rig, assuring regulators that it was virtually impossible for a major accident to occur Fast, N.J., Department of Management and Organization, Marshall School of Business, University of Southern California, United States Sivanathan, N., Department of Organisational Behaviour, London Business Schoo...
Written by: Fast, Sivanathan, Mayer and Galinsky.
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Hubris Syndrome: An emergent outcome of the complex social process of everyday interaction? (2011)
"It is the contradiction between the complex social dynamics of real-life organizations and the dominant view of what leaders are supposed to do that creates ideal conditions for "hubris syndrome" to arise. Chris Rodgers, Chris Rodgers Consulting Limited, Honorary Senior Visiting Fellow, Cass Business School, Fellow, Centre for Progressive Leadership, LMBS Paper commissioned by The Daedalus Trust, received 14 Oct...
Written by: Rodgers, Chris.
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