Three experiments demonstrated that the experience of power leads to an illusion of personal control. Regardless of whether power was experientially primed (Experiments 1 and 3) or manipulated through manager-subordinate roles (Experiment 2), it led to perceived control over outcomes that were...

Five experiments demonstrate that experiencing power leads to overconfident decision-making. Using multiple instantiations of power, including an episodic recall task (Experiments 1–3), a measure of work-related power (Experiment 4), and assignment to high- and low-power roles (Experiment 5),...

We examined the effects of specific and general rules on ethical decisions and demonstrated, across five studies, that specifically-framed rules elicited ethical decisions more strongly than generally-framed rules. The effectiveness of specific rules was explained by reductions in people’s...