HUBRIS SYNDROME: THE DANGER OF OVERASSESSING ONE'S STATUS IN A GROUP

Abstract

The concept of "Hubris Syndrome", which is conceptualized as "Power and Achievement Intoxication" and framed as a destructive leadership style, is discussed in this study. Those with Hubris syndrome are known to systematically and repeatedly become overconfident and overly ambitious. These individuals greatly exaggerate their abilities and believe that their performance is superior to those of others; As a result, they become overconfident and make snap decisions. The problem is that those with Hubris syndrome tend to be resistant to criticism, vulnerable to the advice of others, and despising them. They often make decisions that amount to recklessness; They are immune to the advice and criticism of others and despise them. Their decisions are fueled by their previous successes, and they boast so much that they tend to significantly overestimate their chances of success. They are convinced to seriously underestimate what can go wrong. When individuals create an overly positive perception of their status in a group, they attempt to elevate their status. It is thought that status enhancement incurs social costs and therefore most individuals perceive their status correctly. In contrast, theories of positive illusions suggest that status self-enhancement is beneficial to the individual and that most individuals overestimate their status. Supporting evidence for the hypotheses of this study was found in an analysis of social relationships of laboratory groups, an experiment in manipulating status promotion, and a study of real-world groups. Individuals engaged in upgrading were less liked by others and paid less for their work. In addition, individuals tended to perceive their status highly accurately. Mediation analyzes revealed that those who cultivate for status face devastating consequences in group processes and are socially punished.