HBR Blog Network / The Daily Stat
Overconfidence can be dangerous, leading entrepreneurs to risk too much in new ventures and CEOs to engage in too many acquisitions of other firms, yet overconfident people continue to occupy positions of power. A team led by Jessica A. Kennedy of The Wharton School suggests why: Overconfidence engenders high status even after overconfident individuals are exposed as being less competent than they say they are. In a series of experiments, overconfident people suffered noloss of status after groups received clear, objective data about participants’ true performance on a task.
SOURCE: When overconfidence is revealed to others: Testing the status-enhancement theory of overconfidence
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