Power and Overconfident Decision-Making
Organizational Behavior and Human Decision Processes, Vol. 117(2)
Author(s): Nathanael J. Fast, Niro Sivanathan, Nicole D. Mayer, Adam D. Galinsky
Abstract: Five experiments demonstrate that experiencing power leads to overconfident decision-making. Using multiple instantiations of power, including an epis...
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Power and Overconfident Decision-Making
Organizational Behavior and Human Decision Processes, Advance online publication (Dec. 15, 2011)
Author(s): Nathannael J Fast, Niro Sivanathan, Nicole D. Mayer, Adam D. Galinsky
Abstract: Five experiments demonstrate that experiencing power leads to overconfident decision-making. Using multiple instantiations of power, including an epis...
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Set up for a Fall: The Insidious Effects of Flattery and Opinion Conformity toward Corporate Leaders
Administrative Science Quarterly, vol. 56(2)
Author(s): Sun Hyun Park, James D. Westphal, Ithai Stern
Abstract: This study considers the potentially negative consequences for corporate leaders of being subjected to high levels of ingratiation in the form of flat...
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