Overconfident CEOs are less likely to delegate
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A new study finds overconfident CEOs are less likely to delegate responsibilities to underlings, particularly in settings that involve complex transactions—such as hammering out the details of high-stakes deals.
“Organizations have only gotten more complex over time, often operating in multiple countries across many different sectors,” says Jared Smith, coauthor of a paper on the work and a professor of finance in North Carolina State University’s Poole College of Management.
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“Organizations have only gotten more complex over time, often operating in multiple countries across many different sectors,” says Jared Smith, coauthor of a paper on the work and a professor of finance in North Carolina State University’s Poole College of Management.
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