Hubris is often defined as “dangerous overconfidence”—an exaggerated sense of pride or self-confidence that leads a person to believe they are invincible, exempt from rules, or incapable of error.
Historically, the Greeks viewed hubris as a defiance of the gods, which inevitably led to nemesis (retribution or downfall). In modern psychology and leadership, it is recognized as a cognitive and behavioral trap that corrupts decision-making and destroys relationships.
The effects of hubris generally manifest across three levels: the Individual, the Relational, and the Systemic.
The “Hubris Syndrome”
When someone falls into hubris, their internal psychology shifts. This is sometimes referred to by neurologists and psychologists as “Hubris Syndrome,” an acquired personality change triggered by power and success.
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- Cognitive Blindness: The individual loses the ability to perceive reality accurately. They suffer from overconfidence bias, believing their intuition is superior to data or expert advice.
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- Impulsivity & Recklessness: A belief in one’s own invulnerability leads to high-risk behaviors. The person stops asking, “Should I do this?” and assumes, “I can do anything.”
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- Externalization of Blame: When things go wrong, a hubristic individual rarely accepts responsibility. Failures are blamed on enemies, sabotage, or “the system,” while successes are claimed solely as their own.
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- Moral Disengagement: Rules and ethics are seen as constraints for “ordinary” people, not for the exceptional leader. This opens the door to corruption or cutting corners.
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