Relationship Between Power and Overconfident Decision-Making Processes
Discuss About The Organizational Behavior Decision Processes.
The purpose of the paper is to summarize and analyze three articles on the topic of organizational behavior. The first article depicts the relationship between power and overconfident decision-making process of the power-holders of an organization. The article discusses the relationship with the help of five experiments conducted to understand the relationship between these two factors. management, this essay will review how the sense of power can be altered and how this will affect the decision-making process. The second article, explains how team leaders can affect the efficiency of the team performance working in extreme conditions. This article also explains the how the structural team leadership functions can affect the performance of the team. The third article focuses on the relationship between belief in faith and importance of the tasks. A pilot study and three other studies are conducted to understand the relationship between these two factors. Increase in the importance of tasks increases belief in the faith of a person. Furthermore, this essay will also discuss several factors that influence the performance of the team in extreme situations. Moreover, this paper will also evaluate how the relationship between fate and importance of tasks can be altered or broken.
Approach or inhibition theory of power states, sense of power can lead an individual to be sensitive towards their responsibilities (Tang et al., 2018). This article reviews the relationship between power and overconfident decision-making process. It also focuses on how the social and psychological factors influence the power-holders of an organization. This article explores the relationship between power and overconfident decision-making with the help of five experiments. The first experiment investigates the effect of power on the confidence and performance of the participants. The second experiment is conducted to further analyze the results of the previous experiment in a professional domain like hockey. The third experiment investigates the psychological factors that play a crucial role in developing a relationship between power and overconfidence. In the next experiment, the relationship between these two factors is tested in a field. The final experiment explores how the sense of power can be altered and the results of this alteration.
Performance of these teams is affected by the quality of leadership and the decision-making process of the team leader (Shuffler et al., 2010). This article explores how team leaders can increase the effectiveness of the team performance in extreme conditions. It analyzes the previous documents related to the topic of leadership in extreme conditions. It explains the different concepts of team leadership and the different results of the study along with their implications. At first, isolation and confinement are identified as an extreme condition for this analysis. Next, various documents are selected on the basis of this extreme conditions and the teams selected are space exploration, polar exploration, and long duration sailboat racing teams. Along with historiometric analysis, the critical incident technique is also used to determine the effect of leadership on team performance. The results of this study show that effective leadership plays a crucial role in increasing the efficiency of team performance in extreme conditions.
Effect of Team Leadership on Team Performance in Extreme Conditions
Psychologists define fate as a belief of a person that the results of a particular situation is predetermined and nothing can be done to change it (Burke et al., 2017). This article explores the concept of fate and how it is related to the importance of work. It will review if with the increase in the importance of the task, people will tend to believe more in fate. It will also evaluate if the increase in the belief of fate will ultimately have any effect on the effort associated with the task. The pilot study tests the link between belief in fate and importance of the task. With the help of study 1, the article explores the effect of belief in fate and its effects on the effort. In the next study, the importance of the task is manipulated and the effects of this manipulation are measured. The third study explores whether the belief of fate is associated with the importance of tasks or not.
The relationship between power and overconfident decision-making process is studied in this article with the help of five experiments. Power can increase the sense of optimism and the individual can believe they can control the results of the specific task. It can increase the tendency of the executives of the company to participate in risk-taking behaviors. Overconfidence is defined as a state of mind where an individual tends to view their capacities as more positive than in reality (Fast et al., 2012). According to this article, it is considered to be a great deal among the power-holders of a firm as it can lead to significant loss of the company in terms of revenue and profit. All five experiments showed that sense of power can lead an individual to make erroneous judgment due to their overconfidence (Day, 2014). In the first three experiments, confidence and performance of the participants are measured awareness and they are asked to recall their previous experience with power.
Two situations arise from these experiments, high-power, and low-power depending on the type of power they had. The participants with more power have given wrong answers due to they’re overconfidence in their accuracy and judgment. In the third experiment, it is seen that power and not mood lead to overconfident decision making (Yukl, 2013). According to this article, the link between these two factors can be broken if a person does not have any important and powerful position. It can also be disturbed by giving negative feedback about the leadership and their decision-making capacity. Thus it can be said, the link is ensured by the sense of power and the importance of power can modulate the relationship between these two factors. However, powerful decision makers can reduce the level of overconfidence by placing themselves in an environment where there will be people with diverse opinions.
Relationship Between Belief in Fate and Importance of Tasks
This article evaluates the how team leaders can affect the performance of the teams working in extreme conditions. Effective leadership will develop a supportive environment for their teams by reducing the number of stressful elements (Northouse, 2018). The leaders are responsible to identify the problem areas and developing proper plans to overcome these problems. Space exploration, polar exploration, and long duration sailboat racing teams are selected for this study. All these teams perform in extreme conditions away from their families and friends. One wrong decision taken by the leaders can result in life-threatening situations. Therefore, it is quite difficult for the team leaders to maintain the efficiency of their team performance. According to this article, sense-making and planning are considered to be critical transition phase leadership functions. During the study, it is found that sense-making and structural planning are the most important leadership functions to be performed in extreme conditions (Kozlowski et al., 2016).
These teams are working in isolation, it is quite difficult for the team leaders to monitor and challenge their teams. Three other leadership functions related to action phase is also considered important in this study. These functions are problem-solving, monitoring the team and creating a supportive environment. Leaders who actively participate in sense-making and planning activities within the team are more easily to form a more coordinated team, thus increasing the efficiency of their team performance. Monitoring allows the team to be more aware of the specific task or any problem areas rising within the team (Gunderson, 2017). Leaders do have a high power position within the team, which may cloud their judgment according to the previous article (Mihalache et al., 2014). These sense of power can lead these leaders to become overconfident about the accuracy of their judgment. This overconfidence can lead these leaders to make some important decisions which may have some negative consequences.
According to this article, the relationship between the significance of task has a direct influence on belief in the faith of a person (McShane and Von Glinow, 2016). Importance of task tends to increase the amount of threat and other psychological discomforts associated with it, thus increasing the belief in the faith of a person. During the study, it is found that tasks that have greater personal relevance tend to increase the level of trust in faith. People from different fields of the profession have a tendency to believe in faith when the stakes associated with their task is higher. Students tend to believe in faith when they face a high level of anxiety and stress regarding their exams (Geier, 2016). This belief can help people to cope with some devastating losses and provide a way of comfort in this situation. However, people with high belief in faith tends to think that the outcome is pre-determined and nothing can be done to change these results (Miner, 2015).
Factors Influencing Performance
These people tend to give less effort in their task and they do not remain persistent in their effort during performing their tasks (Hogan, 2017). A pilot study and three main studies are conducted to study the relationship between these factors. The importance of the tasks is manipulated during these studies to understand the effect of the manipulation on them. This tendency to believe in faith can have a crucial effect on productivity, action, and wellbeing of a person. The experiments prove that importance of tasks motivates the sense of faith in people (Rosinha et al., 2017). The experiments reveal that modulating the importance of the tasks does have a crucial effect on the effort of the person. They also reveal that perceived importance of task does not have any negative effect on the effort of the participants. In contrast to the first article, this article expresses that people in high-power positions with highly important tasks have more tendency to believe in faith than others (Nofsinger, 2016).
The relationship between power and overconfidence should be studied on a greater and systematic level with more number of participants. These studies should be conducted in both field and laboratory settings. The greater number of participants will help to understand the relationship between these factors on a greater scale. Studies can be conducted to understand the effects of various factors that can play a vital role in eliminating the level of overconfidence among the power-holders. Future studies must be conducted to understand the longitudinal effects of power and how it affects overconfidence of a person. Further research should be conducted to understand the effects of structured leadership on various team processes of a team working in isolation and confinement. Proper measures should be taken to eliminate any sorts of bias during the collection of the information regarding the effects of leadership on team performance. More research should be conducted to understand the relationship between the significance of tasks and believe in the faith of a person. Faith has a huge effect on the persistence and effort of an individual, thus it is important to study its effects on a greater scale. It is also important to understand the nature of the relationship between these factors. Further studies should be conducted how the effects of the importance of tasks on believe of faith can be altered or broken.
Conclusion
This paper concludes that sense of power has a huge influence on the overconfident decision-making process of a person or an organization. Overconfidence can lead the power-holders of the company to make wrong decisions thus hurting their overall reputation. Overconfidence can be removed by meeting with people who have different opinions. However, this paper is not able to provide enough information on how power-holders can remove overconfidence from their minds thus enabling them to make informed decisions. This essay is not able to provide a thorough understanding of the effects of structured leadership on various team processes of a team working in extreme conditions. Moreover, it can be concluded that faith can have a significant effect on the performance of the individual. Perceived importance of tasks does not have any negative effect on the effort and persistence of performance of the person. The more important the task is, the greater is the chance of belief in faith. Furthermore, this essay does not provide any information how the effects of the significance of tasks on the belief of faith can be broken or altered.
References
Burke, C., Shuffler, M. and Wiese, C. (2017). Examining the behavioral and structural characteristics of team leadership in extreme environments. Journal of Organizational Behavior.
Day, D.V. ed., 2014. The Oxford handbook of leadership and organizations. Oxford Library of Psychology.
Fast, N.J., Sivanathan, N., Mayer, N.D. and Galinsky, A.D., 2012. Power and overconfident decision-making. Organizational behavior and human decision processes, 117(2), pp.249-260.
Geier, M.T., 2016. Leadership in Extreme Contexts: Transformational Leadership, Performance Beyond Expectations?. Journal of Leadership & Organizational Studies, 23(3), pp.234-247.
Gunderson, E.E., 2017. Individual behavior in confined or isolated groups. In Man in isolation and confinement (pp. 144-165). Routledge.
Hogan, R., 2017. Personality and the fate of organizations. Psychology Press.
Kozlowski, S.W., Mak, S. and Chao, G.T., 2016. Team-centric leadership: An integrative review. Annual Review of Organizational Psychology and Organizational Behavior, 3, pp.21-54.
McShane, S.L. and Von Glinow, M.A., 2016. Organizational Behavior 5/e.
Mihalache, O.R., Jansen, J.J., Van den Bosch, F.A. and Volberda, H.W., 2014. Top management team shared leadership and organizational ambidexterity: A moderated mediation framework. Strategic Entrepreneurship Journal, 8(2), pp.128-148.
Miner, J.B., 2015. Organizational behavior 1: Essential theories of motivation and leadership. Routledge.
Nofsinger, J.R., 2016. The psychology of investing. Routledge.
Northouse, P.G., 2018. Leadership: Theory and practice. Sage publications.
Rosinha, A.P., Matias, L.J.S. and de Souza, M.A., 2017. Leadership in Extreme Conditions and Under Severe Stress: Case Study Analysis. In Leadership in Extreme Situations (pp. 93-112). Springer, Cham.
Shuffler, M.L., Wiese, C.W., Salas, E. and Burke, C.S., 2010. Leading one another across time and space: Exploring shared leadership functions in virtual teams. Revista de Psicología del Trabajo y de las Organizaciones, 26(1).
Tang, S., King, M. and Kay, A.C., 2018. Fate as a motivated (and de-motivating) belief: Evidence for a link from task importance to belief in fate to effort. Organizational Behavior and Human Decision Processes, 144, project-management.
Yukl, G.A., 2013. Leadership in organizations. Pearson Education India.
Order an Essay Now & Get These Features For Free:
Turnitin Report
Formatting
Title Page
Citation
Outline
