Individuals driven by negative emotions often punish non-cooperators at a cost to themselves. The current research demonstrates that, although time delays can attenuate this effect, they can also produce unintended consequences. Five experiments investigated the effects of time delays and...

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),...

Changes in power almost invariably lead to changes in behavior. This research investigates the effects of power increases and power decreases for individuals who are in strong or weak positions. We hypothesized that individuals will have strong reactions to gains in power (their demands will...

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...