| dc.description.abstract | Scholars hold contrasting views regarding the interpersonal consequences of
overconfidence – some claim that overconfidence yields social advantages,
whereas others contend that it results in adverse social outcomes. We examine the
interpersonal effects of overconfidence in the context of high-level leadership and
whether gender moderates the relationship between confidence level and
interpersonal evaluations. A total of 454 participants, primarily recruited from two
large and renowned companies in Norway, were randomly assigned to
experimental conditions, wherein they watched an audio clip of either an (1)
overconfident male CEO, (2) well-calibrated male CEO, (3) overconfident female
CEO, or (4) well-calibrated female CEO. They were then asked to evaluate the
CEO in terms of perceived competence and warmth before and after objective
performance feedback was provided. The findings suggest that it is more
beneficial for leaders to be well-calibrated than overconfident when performance
is revealed to others. Contrary to conventional theories on gender stereotypes, the
results suggest that female leaders are not subjected to harsher punishment when
revealed as overconfident compared to male leaders. These findings offer valuable
insight into the interpersonal consequences of overconfidence among high-level
leaders and shed light on the influence of gender. | en_US |
