Vincent Jemison, How Perception-Based Decisions can Negatively Shape your Leadership Performance (Decision-Making and Behavior), ILSHS Volume 90, International Letters of Social and Humanistic Sciences (Volume 90)
    In the present day, one of the most subtle means political leaders use to influence their base of supporters is through verbal communication. With this in mind, research shows that over the past two years, some political leaders have increasingly relied on “transferring their perception onto their base of followers, which often negatively stimulates, arouses and shapes an individual’s performance” (decision-making and behavior). In addition, to the detriment of our society, when political leaders transfer their perception onto their base of followers, they often misjudge the sensitive consequences of their prospective outcomes. Here for the first time, research now shows that a displaced thought process is attributed to the underlying stimulation used to arouse the transfer of one’s perception onto others. Therefore, because the “Dangerous behavior” following the transfer of one’s perception has become so prevalent in our society, such performance warrants immediate exploration.
    Dangerous Behavior, Decision-Making, Mental-Health, Perception, Political Leadership