One of the dynamics examined within the context of the illness that characterizes managerial processes and decisions in modern working life is the hubris syndrome. This phenomenon, defined by concepts such as excessive arrogance, self-confidence, and condescension, which are equated with power and success, is considered an illness. In today's world, where competition is increasingly intense and survival becomes difficult, it is seen as an illness that easily affects managers and leaders, impacting organizations and employees. Leaders and managers with unchecked power drag organizations into a major disaster, both financially and in terms of reputation. In organizations managed by arrogant leaders and managers, sometimes employees at the lowest levels foresee the coming waves, while top-level managers are caught between the allure of their own success and excessive self-confidence. In this context, the hubris syndrome has emerged as one of the concepts attracting attention in the literature in recent years within the scope of psychosocial syndromes experienced in organizations.

The aim of this section is to investigate the foundations of the hubris syndrome concept, its employee and organizational implications, and how to combat this syndrome. In this study, the syndrome was evaluated within the framework of top-down management theory, considering both internal and external environmental factors. Furthermore, characteristics that can be considered symptoms of the arrogance syndrome and found in managers and leaders were included. The effects of the syndrome were examined in detail, considering triggers such as psychological security, innovation, burnout, and workplace incivility. The importance of tools for combating this syndrome and the principles of highly reliable organization were emphasized. The conclusion section presented implications for both employees and organizations.