Power and overconfident decision-making

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How researchers see this paper

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The Origin of Failure: A Multidisciplinary Appraisal of the Hubris Hypothesis and Proposed Research Agenda (2014, background): “Actually, the subjective sense of power in the long run, which underlies prestigious roles, drives executives to become further overconfident in their abilities, knowledge, and predictions (Fast et al., 2012).”
Interpersonal Power (2015, background): “…interact with personality to predict work outcomes (Seppälä et al., 2012), whether holding a position of power engenders a sense of overconfidence (Fast et al., 2012), whether social class (affording individuals greater autonomy and wealth, which is related to power) engenders immorality (Piff,…”
Supervisor ostracism and defensive silence: a differential needs approach (2018, background): “Our first hypothesis promotes the direct path and demonstrates that supervisor ostracism endangers employees’ optimism, confidence and goal-directedness, which draws their attention towards threats and risks (Fast et al., 2012).”
Beyond good and bad: Challenging the suggested role of emotions in customer experience (CX) research (2020, background): “…of goal-directed behavior (MGB; created by Perugini and Bagozzi, 2001) integrates motivational and effective processes with past behavior, and socio-psychological theories such as reasoned action (Ajzen and Fishbein, 1980), as well as with the theory of planned behavior (Fishbein and Ajzen, 2005).”