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...
|
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...
|
Punishing Hubris: The Perils of Overestimating One's Status in a Group
Personality and Social Psychology Bulletin, Vol. 34, No. 1, Jan. 2008, pp. 90-101
Author(s): Cameron Anderson, Daniel R. Ames, Samuel D. Gosling
Abstract: Individuals engage in status self-enhancement when they form an overly positive perception of their status in a group. We argue that status self-enhan...
|
Knowing your place: Self-perceptions of status in face-to-face groups
Journal of Personality and Social Psychology
Author(s): Cameron Anderson, Sanjay Srivastava, Jennifer Beer, Sandra Spataro, Jennifer Chatman
Abstract: Status is the prominence, respect, and influence individuals enjoy in the eyes of others. Theories of positive illusions suggest that individuals form...
|
| |
|
| |