I think insecurity is a big part of what drives hubristic pride. These are people who feel at some level, maybe it’s unconscious, some bit of shame.
Knowledge@Wharton: It’s probably a bit like what we saw in terms of the housing bubble and the recession in that you have so many people who thought they were greater than they really were. If you’re a CEO, making decisions on pride can be a major downfall for you and your company.
Tracy: When good stuff is happening to us and we feel good about ourselves, it’s a really powerful emotion. We’ve evolved to feel that way because it’s the thing that tells us we’re being included by our social groups and we’re probably going to come to a position of power in those groups. You can imagine evolutionary history and the massive adaptiveness of that information, that I’m someone who’s not going to get rejected from the group and might even get control over the group. It’s for that reason that these feelings are so powerful, that when we experience them, we don’t want to question them. People experiencing the housing bubble didn’t want to say, “Wait a minute, this is too good to be true. There’s got to be something else going on here,” because it just feels great. Why not go with it? I think that’s a huge risk.
Knowledge@Wharton: Where does Apple founder Steve Jobs fall into these examples?
Tracy: He’s a really interesting one because I think he certainly had to start out as someone who had a lot of authentic pride and was seeking authentic pride. He’s a guy who had
amazing ideas and was in many ways a genius. He revolutionized so many pieces of our current technology. It takes someone with great intelligence and creativity to do that, and that’s authentic pride. However, once he got the power that he eventually had, based on everything that everyone who worked with him and for him says, he turned into someone who wielded what I would call dominance. He sort of was controlling. He was overbearing. He was aggressive. He threatened his employees all the time. He used to say things like, “If we fail it will be because of you,” which is a very intimidating thing to say to an employee.
The people who worked for him did it not only because they looked up to him, but also because they were afraid of him. He didn’t give credit where due to the engineers who were working with him. He’s a really interesting example of someone who probably originally got ahead through authentic pride and prestige. But then once he had power, he might have been afraid to lose it perhaps because he knew he wasn’t the one behind the technology. He’s not the engineer who’s designing these products and technology side. That insecurity might have led him to feel, “You know what, to retain control I need to be intimidating. I need to be aggressive. I need to be domineering.” And that’s what he became.
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