The relationship between power and decision making

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dc.contributor.advisorMello, Abby L.
dc.contributor.authorBlandford, Julie M.
dc.contributor.departmentTowson university. Department of Psychologyen_US
dc.date.accessioned2018-12-14T22:35:10Z
dc.date.available2018-12-14T22:35:10Z
dc.date.issued2018-12-14
dc.date.submitted2018-05
dc.description(M.S.) -- Towson University, 2018en_US
dc.description.abstractPerceived power affects individual action across all social settings. Higher power individuals have a greater tendency to influence others and make more confident and risky decisions. This study investigates how un-manipulated, generalized power affects decision-making. Participants completed the same decision-making task twice, individually and then in a team. Higher power individuals did not make more confident decisions than lower power individuals. Through comparing participant's answers from both times the task was completed, it was determined that power did not affect the amount of influence an individual had on team answers. Oppositely, the higher the average power on a team, the less risky shift that occurred. Findings may have resulted from a lack of task knowledge, or that team power hierarchies were not yet formed. Less powerful teams may have engaged in more risky shift because of their acceptance of uncertainty while making decisionsen_US
dc.description.urihttp://library.towson.edu/digital/collection/etd/id/66283en_US
dc.formatapplication/pdf
dc.format.extentiv, 35 pagesen_US
dc.genrethesesen_US
dc.identifierdoi:10.13016/M2BK16T45
dc.identifier.otherTSP2018Blandford
dc.identifier.urihttp://hdl.handle.net/11603/12273
dc.language.isoen_USen_US
dc.relation.isAvailableAtTowson University
dc.titleThe relationship between power and decision makingen_US
dc.typeTexten_US

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