When confidence is detrimental: Influence of overconfidence on leadership effectiveness
By Amanda S. Shipman, Michael D. Mumford. 2011
116 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/4bbf401295857e0915b14495fd701fdf5de9a861
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In Organizational Behavior and Human Resource Management
In Social Psychology
Citations in the corpus
- Prozac leadership and the limits of positive thinking (2012, background): “They also highlight the negative impact that EPT can have on effectiveness, resulting in over-optimistic predictions about possible future scenarios that fail to anticipate deficiencies with projected plans (see also Shipman and Mumford, 2011).”
- The Origin of Failure: A Multidisciplinary Appraisal of the Hubris Hypothesis and Proposed Research Agenda (2014, background): “It helps leaders formulate creative and striving visions (Luthans, Luthans, Hodgetts, & Luthans, 2001; Shipman & Mumford, 2011) and brings a sense of excitement and enthusiasm (Chemers, Watson, & May, 2000) and a willingness to take risks (Luthans & Peterson, 2002).”
- The Right People in the Wrong Places: The Paradox of Entrepreneurial Entry and Successful Opportunity Realization (2015, background): “For external audiences like investors, the confidence that entrepreneurs exhibit either can project authority and inspire similar confidence (Bodolica&Spraggon, 2011; Rosenthal&Pittinsky, 2006; Shipman & Mumford, 2011) or can be discredited as lacking credibility.”