Case Study - Farrow's Bank Failure

Case Study – Farrow’s Bank FailureStudent’s NameInstitutional AffiliationThe 1920 Farrow’s Bank Failure: A Case of Managerial HubrisSince its introduction in 1998, the idea of leadership hubris, commonly referred to as hubris syndrome, has enjoyed some resurgence amongst both management academics and historians (Petit & Bollaert, 2012). It basically describes the process by which people in superior positions of great power become overwhelmed with self-confidence and start losing contact with reality. In most of the moral business practice courses and business management, it is important for one to comprehend Farrow’s Bank failure as an outcome of the hubristic behavior on the manager’s part (Hollow, 2014). Corporate culture, leadership, power, and motivation affected Thomas’ level of managerial hubris. As already indicated, managerial hubris is as a consequence of overconfidence, when a worker, manager, or leader who is welcomed as main personnel in an organizational setting attains a certain level of success. Farrow Bank offered a supportive setting for the thieving of the aforementioned factors in a way that led to increased behavior patterns defining the hubris syndrome (Beinart, 2010). Thomas Farrow was a rather dominant