Director overconfidence
研究了过度自信的CEO董事，发现他们更积极参与董事会、担任关键委员会职务，并影响CEO选拔，倾向于任命同样过度自信的CEO。
Abstract We examine overconfident chief executive officer (CEO) directors and find they attend more board meetings, are more likely to serve on the nominating or the compensation committee, have more independent directorships, and foster higher attendance rates on boards. Boards with overconfident directors are more likely to appoint a better prepared and more reputable CEO following a turnover. These newly appointed CEOs are also more likely to be overconfident. This evidence indicates overconfident CEO directors exhibit significant influence on the board and over the firm's CEO selection.