"the decisions made by power holders across a multitude of arenas - including businesses, government, religious institutions, and nonprofit organizations - are often marred with overconfidence.
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urthermore, when powerful leaders are plagued with overconfidence, the consequences for performance can be detrimental. Making important decisions in the absence of adequate information hinders not only one’s own performance and ability to maintain power, but often hurts companies, stockholders, and the general public too,
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the experience of power exacerbates overconfidence.
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After experiencing power, individuals pay more attention to positive and rewarding information, and adopt an orientation toward action. Furthermore, recent evidence shows that experiencing an elevated sense of power – defined as the subjective sense that one is powerful and influential, regardless of whether this is actually the case coincides with confidence-inducing states, such as optimism, risk-taking and exaggerated perceptions of control over outcomes. Building on these ideas, we predict that power will, via an elevated subjective sense of power, lead to an overestimation of one’s accuracy in decision-making domains."
Trechos retirados de "Power and overconfident decision-making"
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