Five experiments demonstrate that experiencing power leads to overconfident decision-making. Using multiple instantiations of power, including an episodic recall task (Experiments 1–3), a measure of work-related power (Experiment 4), and assignment to high- and low-power roles (Experiment 5),...

Purpose This paper aims to identify and discuss four major sources of power in negotiations. Findings The four sources of power are alternatives, information, status and social capital. Each of these sources of power can enhance a negotiator’s likelihood of obtaining their ideal outcome...

The current research explores the impact of power on temporal commitment preference (an individual?s preference for shorter or longer time durations for agreements in decision making situations) across three countries: Portugal, Turkey, and the United States. A pilot study (N = 356) established...

Hierarchy is such a defining feature of organizations that its forms and basic functions are often taken for granted in organizational research. In this chapter, we revisit some basic sociological and psychological elements of hierarchy to explain why hierarchy is so pervasive across groups and...

A large body of research suggests that many high-stakes decisions made by powerful organizational actors are plagued by overconfidence (Hayward & Hanbrick, 1997; Zajac & Bazerman, 1991). Extant research on power has demonstrated that the sense of power has wide-ranging psychological consequences...