Abstract
Hyper self-efficacy refers to high task-specific efficacy beliefs that markedly exceed capability. When top management teams have leaders with hyper self-efficacy, crucial decisions taken in a related domain by the top management team are likely to reflect symptoms of groupthink and other serious flaws. These flaws lead to the occurrence of major avoidable errors during the decision making process, and ultimately to a decision that has a high probability of failure. Implications for theory, research, and practice are discussed.
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