Avoidant authority: The effect of organizational power on decision-making in high-uncertainty situations

Avoidant authority: The effect of organizational power on decision-making in high-uncertainty situations

Individuals in positions of power are often required to make high-stakes decisions. The approach-inhibition theory of social power holds that elevated power activates approach-related tendencies, leading to decisiveness and action orientation. However, naturalistic decision-making research has often...

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Bibliographic Details
Main Authors: Neil D. Shortland, Maureen E. McCusker, Laurence Alison, Nikki Blacksmith, Matthew P. Crayne, Lisa Thompson, Joseph Gonzales, Presley McGarry, Catherine Stevens
Format: Article
Language:English
Published: Frontiers Media S.A. 2023-02-01
Series:Frontiers in Psychology
Subjects:
least-worst decision
social power
redundant deliberation
organizational culture
approach/avoid
Online Access:https://www.frontiersin.org/articles/10.3389/fpsyg.2022.1027108/full

Internet

https://www.frontiersin.org/articles/10.3389/fpsyg.2022.1027108/full

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