The Greed Paradox đ€
âEarth provides enough to satisfy every man's needs, but not every man's greed.â â Mahatma Gandhi
Stay Hungry? Or Just Foolish?
Greed is commonly defined as an excessive desire for more, often with little regard for others. In psychology, itâs viewed as an âexcessive form of self-interestâ â the pursuit of wealth or other gains without concern for othersâ well-being (Seuntjens et al., 2015). Entrepreneurs are frequently stereotyped as âgreedy,â especially after financial crises where corporate leadersâ avarice gets blamed. Yet scientific research on greed in entrepreneurship is relatively new. Early studies often conflated greed with related traits like hubris, but recent work distinguishes greed as its own factor (Zeelenberg & Breugelmans, 2022).
Greed in Entrepreneurs vs. the General Population
A surprising insight is that entrepreneurs are not necessarily more money-driven than other people. A Wharton study found that wealth was significantly less important to entrepreneurs as a motivator. They often pursued ventures for innovation, independence, vision, or challenge â sometimes even when they believed it gave them a lower chance of becoming rich. Non-entrepreneurs, by contrast, placed more emphasis on money and often cited financial security as a reason not to start a business. These findings debunk the notion that greed for wealth is the primary driver for founders.
On the other hand, entrepreneurs do show certain personality tendencies related to self-interest. Research comparing them to managers found that entrepreneurs scored higher on Machiavellianism â manipulative, self-serving behavior â and showed a greater tolerance for unethical decisions (Kets de Vries, 1985). Psychologists also note that dispositional greed correlates with the âDark Triadâ traits â Machiavellianism, narcissism, and psychopathy. Highly greedy individuals often share this broader exploitative profile. Greed, as a trait, is widespread and double-edged: it can enhance drive, but it often leads to selfish choices (Hoyer et al., 2023).
Culturally, society condemns greed as a moral failing, yet some entrepreneurs reframe it as ambition or a necessary drive for progress. The stereotype of the âgreedy founderâ coexists with the image of entrepreneurs as visionary innovators or altruistic builders. Many famous founders publicly downplay money, emphasizing innovation and âchanging the world.â Studies support that one can succeed without being primarily wealth-focused. At the same time, entrepreneursâ tolerance for ethical gray areas means that when greed is present, they may act on it more readily than the average person (Tacke et al., 2023).
Greedâs Influence on Entrepreneurial Behavior and Ethics
Greed can shape behavior in ways that edge into the gray zone. By its nature, greed means prioritizing self-interest, tempting founders to violate norms or rules in pursuit of success. Recent research shows greedy entrepreneurs are more likely to engage in unethical pro-organizational behavior â cheating for the companyâs benefit (Tacke et al., 2023). In startups, this might include exaggerating metrics to investors or cutting regulatory corners.
Crucially, context matters. Tacke et al. found that greed was most strongly linked to unethical acts when a founder had high emotional trust in their team but low trust in their competence. In that scenario, a loyal but skeptical founder might personally take unethical shortcuts, believing itâs necessary to protect the venture. This nuance shows that greed doesnât operate in a vacuum â team trust and culture shape whether greedy intentions become rule-breaking.
Beyond overt misconduct, greed can subtly influence leadership style and culture. Haynes, Hitt, and Campbell (2015) identified greed as part of the âdark sideâ of entrepreneurial leadership (paper link). Greedy entrepreneurs often show an exaggerated need for control and suspicion of others â traits that may fuel their work ethic but also undermine management. They may micromanage, hoard decisions, and create toxic cultures of overwork and fear.
Even in milder cases, greed pushes toward ethically questionable decisions. Founders may rationalize selfish actions as necessary for success, but without counterbalances, this corrodes trust and morale.
Greed, Risk, and Innovation
Greed is often excused in entrepreneurship because of the belief it fuels bold bets and breakthroughs. The reality is more nuanced.
A study in the Academy of Management Journal found that greedy entrepreneurs were far more exploratory in âweak situationsâ â uncertain environments with low formal constraints, such as early-stage startups or nascent markets. Their hunger for âmoreâ translated into chasing new ideas, rapid pivots, and experimental products (Hsu et al., 2023).
But in âstrong situationsâ â regulated industries or later-stage ventures with clear norms and investor oversight â the same greedy tendencies did not drive exploration. Instead, they often focused on exploiting existing opportunities or extracting gains.
This suggests greedâs âcreative destructionâ potential is most visible when the environment is loose and flexible. In structured contexts, greed is more likely to distort risk appetite, leading to overreach or corner-cutting rather than real innovation.
Social vs. Commercial Entrepreneurs
Not all founders express greed in the same way. Research comparing social entrepreneurs to commercial entrepreneurs shows clear differences in values and motivations (Stephan & Drencheva, 2017).
Social entrepreneurs report stronger prosocial values and emphasize transformational, people-centered leadership.
Commercial entrepreneurs emphasize technical and market skills more strongly.
Social entrepreneurs show higher purpose in life, which buffers stress more effectively.
They also exhibit greater overconfidence and escalation of commitment â mission-driven biases that can be costly, but reveal a willingness to sacrifice personal gain for impact.
This comparison highlights that greed isnât a uniform entrepreneurial trait. Founders motivated by prosocial missions may experience the same hunger for âmore,â but channel it toward collective impact rather than personal enrichment.
Psychological and Social Consequences
Paradoxically, greed often undermines the very satisfaction it seeks. Greedy individuals tend to be less happy and more prone to psychological problems. A 2023 study found that people high in dispositional greed reported more depression, anxiety, emptiness, and lower well-being, along with more aggressive and antisocial tendencies (Wei et al., 2023).
For entrepreneurs, this can mean chronic stress, burnout, or strained relationships. A founder who is never satisfied may push themselves and their teams ruthlessly, eroding effectiveness and joy. Trust â vital currency in startups â is often the first casualty. Initially, strong personal bonds may mask greedy behavior, but over time, self-serving actions erode confidence in a leaderâs integrity. This loss of cognitive trust can leave behind a toxic culture.
Harnessing Ambition Without Losing Your Soul
Greed, like ego, may be ingrained, but it doesnât have to control you. Founders can learn to channel greed productively.
Choose desires worth suffering for. Recognize that unending craving breeds dissatisfaction.
Put others at the center. Service and goodwill are assets that compound.
Focus is the antithesis of greed. Learn to say no.
Notice moving goalposts.
Greed in Balance
Scientifically, greed is âboth relevant and influentialâ in shaping behavior (Hoyer et al., 2023). On one hand, it can spark ambition, innovation, and perseverance. On the other, it often brings unethical choices, broken relationships, and personal dissatisfaction.
The task is not to extinguish ambition, but to guide it. A little greed, kept in check, can fuel progress. But unchecked greed is wildfire: it burns through the things that matter most. The wisest approach is to strive for greatness without becoming a slave to âmore.â Success that lasts comes from coupling drive with self-awareness, ethics, and compassion.