Is hubristic leadership a risk in your organization?

1. Do leaders show excessive confidence in their own judgement?

2. Do leaders show contempt for the advice and criticism of others?

3. Do followers collude actively or conform reluctantly with leaders’ excesses?

4. Do leaders have an exaggerated/unrealistic self-belief in what they can achieve?

5. Are leaders inclined to over-estimate what can go right/under-estimate what can go wrong?

6. Does it lack fit-for-purpose checks and balances on leaders' power?​

More detailed diagnoses can be undertaken using: (1) 14 symptoms of 'Hubris Syndrome' (click here for Lord Owen talking about its origins); (2) four dimensions of 'hyper-Core Self-Evaluation' (hCSE); (3) analysis of ‘CEO speak’ to pick-up early warning signs (linguistic markers) of hubris.

Business start-ups, as well as established firms, can fall foul of the over-confidence and complacency that are the hallmarks hubris. 

Hubris has been described as an epidemic which is plaguing modern public and professional life. As with any illness, prevention is better than cure.  We can curtail its damaging effects by: (1) identifying its early warning signs; (2) educating leaders and managers about the hazards of hubris.