The aim of this study was to analyze the link between power and the quality of decision.
Participants were 50 employees from an organizational company, consisting of two groups (High-Power,
N=24; Low-Power, N=26) based on the organization's hierarchical power position. To evaluate the quality
of the decisions, all participants performed tasks involving choice among several alternatives in two
separate moments of the same day: in the morning (at the beginning of the workday) and late afternoon
(at the end of the workday). Additional subjective measures (fatigue, alertness, effort) and skin
conductance were obtained. Results indicated that having high power in the organization was related to
making better decisions, over and above the subjective levels of fatigue, alertness, effort, and physiological
arousal. No effects of time-of-day were found on the decision making. Consistent with experimental
research, having power facilitated decision-making performance in an organizational context