Power is the capacity of individuals or groups to influence others’ behaviors and achieve designated goals. In the context of management and human relations, power refers to the ability to affect decisions, processes, and organizational outcomes; it is not merely a tool of influence but also a capacity that initiates and sustains change. The power held by leaders and managers plays a critical role in guiding employee behavior and achieving organizational objectives. However, prolonged and uncontrolled use of power can lead to psychological and behavioral issues. One such condition is hubris syndrome. Hubris refers to excessive pride, arrogance, and overconfidence, and in contemporary contexts, it is considered a psychological syndrome emerging particularly in leaders as a result of prolonged power experience. Individuals with hubris syndrome tend to perceive themselves as superior, remain closed to criticism, believe their decisions are absolutely correct, and underestimate risks. Both individual factors (narcissistic tendencies, excessive self-confidence, attribution of successes solely to oneself) and situational factors (long-term power, lack of oversight, constant praise and status) contribute to the syndrome’s development. Hubris can lead to decreased organizational trust, weakened social relationships, impaired decision-making processes, and reduced team performance. Hubristic leaders tend to centralize authority, disregard employees’ opinions, and make rapid, impulsive decisions; this results in lower motivation, weakened organizational commitment, and increased workplace conflicts. Therefore, the presence of oversight mechanisms, a feedback culture, open communication, and enhanced self-awareness among leaders is crucial to prevent hubristic tendencies.