If superhuman artificial intelligence cannot be reliably controlled, the danger is not merely that someone might misuse it. The deeper problem is that competitive pressure virtually guarantees that someone will eventually build it anyway.
Technical leaders are often surrounded by specialists who know more than they do about individual systems. Imposter syndrome begins when that normal reality is mistaken for evidence that the leader does not belong in the role.
Technical organizations become dangerous when leaders lack enough expertise to recognize the limits of their own understanding. The Dunning-Kruger effect helps explain why insufficient technical competence can produce excessive confidence, poor decisions, and resistance to expert advice.