The role of personality in the relationship between feeling bored and decision-making competence: a study of managers in the retail industry

Abstract

Despite the increased work on emotions in organizations, there is a lack of research on the impact of feeling bored in managerial decision-making contexts. Feeling bored was defined, and an expansion to the Hybrid Process Decision-Making Model was proposed. Using this revised definition of feeling bored and the Expanded Decision-Making Process Model, an empirical study with retail middle managers was conducted to examine the relationships between feeling bored and decision-making competence and the role of personality. Results found that feeling bored has a significant negative association with middle managers’ confidence levels, risk perception and decision rules. Results confirmed that personality plays a moderating role in the relationship between feeling bored and decision-making competence. Most notably, the personality trait learning neutralizes the negative effects of feeling bored on decision-making competence, whereas the personality trait sociability has a varied effect depending on which end of the valence/arousal continuum feeling bored is experienced. Limitations to the study, and practical implications for retail organizations, middle managers and for future research, are outlined