Indexes - all Resources
Because it’s there: Risk, reality and the ‘Hubris Black Hole’. (2017)
It is easy to blame failed leaders of having suffered from hubris; but …their ‘crime’ is not bringing about the failure … but of not winning the goals we appointed them to achieve, and whose hubris is that?
Graham Robinson
Surrey Business School, University of Surrey and a member of the Daedalus Trust Advisory Group.
Read Dr Robinson's full blog: Read more
"Overconfident CEOs have a higher tendency to undertake mergers... overestimate future earnings... borrow more aggressively against future earnings to avoid missing current earnings forecasts ..."
Ulrike Malmendier, Haas School of Business and University of California, Berkeley. Geoffrey Tate, University of North Carolina
Journal of Economic Perspectives, 29(4): 37-60.
This paper “provides a theoretical and ... Written by: Malmendier, Ulrike & Tate, Geoffrey. "The authors elucidate the ‘bright’ connotation of pride, namely authentic pride. They argue that examining both positive and negative facets of pride is a critical complement to understanding the governance landscape.
Virginia Bodolica, Martin Spraggon: Department of Management, Marketing and Public Administration, School of Business and Management, American University of Sharjah
Journal of Business Ethics, May... Written by: Bodolica and Spraggon. Participants’ cognitive biases can both help and hinder scenario thinking: but expert facilitation can challenge and attenuate individuals’ overconfidence.
Stephanie Bryson, Megan Grime, Adarsh Murthy and George Wright; Strathclyde Business School.
Chapter in Behavioral Operational Research, edited by Kunc, M., Malpass, J., & White, L., published by Springer.
“(The authors) discuss and analyse the use of sce... Written by: Bryson, Stephanie; Grime, Megan; Murthy, Adarsh; & Wright, George. “The management approach that works in Lagos won’t be as effective in Stockholm.”
Prof. Erin Meyer, INSEAD
HBR July-Aug 2017
Image: Mark Boardman
“Cultural differences in leadership styles often create unexpected misunderstandings.
“Americans, for example, are used to thinking of the Japanese as hierarchical while considering themselves egalitarian.
“Yet the Japanese find Americans confusing t... Written by: Meyer, E. “Insider traders - mostly male - do it for the money, (but are also) influenced by hubris, feelings of conquest, playing seduction games and adrenaline highs.”
Andrew Snyder, family therapist, prison advisor and executive coach
hedgefundinsight 4 May 2017
“Scott London, a senior partner at a Big 4 accounting firm, shared inside secrets to help a buddy in a tight financial spot. After following the rules for 26 y... Written by: Snyder, A. "... introduces the concept of the hubris-nemesis complex .. relatively common, but often unappreciated, and seen in early 1990’s figures such as Fidel Castro, Saddam Hussein, and Slobodan Milosevic
David Ronfeldt
Prepared for the Office of Research and Development, Central Intelligence Agency
Although originally published in 1994, this CIA-funded research by RAND Social Scientist David Ronfeldt warns o... Written by: Ronfeldt, David. “…we set out to expand the discussion …. beyond the Dark Triad (Narcissism, Machiavellianism, and psychopathy) and DSM-IV Axis 2-based models that have dominated research in this area.”
P. D. Harms, University of Nebraska, USA
Seth M. Spain, Binghamton University, USA
One of the articles in Applied Psychology’s special issue: ‘Beyond the bright side: dark personality in the workplace’. January 2015, Volume... Written by: Harms, P. D. & Spain, Seth M. "The authors analyze existing research and identify issues in definitions and measurement and describe how researchers have fallen prey to hubris fascination. This leads them to put forward two options for future research
Helen Bollaert, IESEG School of Management, Univ. Lille Nord de France
Valérie Petit, EDHEC Leadership and Corporate Governance Research Centre, EDHEC Business School.
Read more
“More often than not, risk-takers underestimate the odds they face and … believe they are prudent, even when they are not.”
Daniel Kahneman, professor emeritus of psychology and public affairs at Princeton University's Woodrow Wilson School; Nobel prize winner.
Written for Bloomberg.com, 2011.
“The evidence suggests that an optimistic bias plays a role - sometimes the dominant role - whenever people or instituti... Written by: Kahneman, Daniel 
Behavioral CEOs: The role of managerial overconfidence. (2015)
Behavioral governance and self-conscious emotions: Unveiling governance implications of authentic and hubristic pride. (2011)
Behavioral issues in the practical application of scenario thinking: Cognitive biases, effective group facilitation and overcoming business-as-usual thinking. (2016)
Being the boss in Brussels, Boston and Beijing. (2017)
Besides greed, what motivates inside traders? (2017)
Beware the Hubris-Nemesis complex – a concept for leadership analysis
Beyond the bright side: dark personality at work. (2015)
Beyond the dark side of executive psychology: Current research and new directions. (Oct 2010)
Bias, blindness and how we truly think, parts 1-4. (2011)