This research examines the effects of the alignment/misalignment of decision power with member expertise. In Study 1, 324 participants worked in face-to-face groups. We manipulated whether group members were provided with veridical performance feedback and whether decision power was assigned to the best/worst performing member. We found it was the combination of providing performance feedback and assigning power to the worst member that led to negative outcomes, not merely that the worst performer had decision power or that feedback was provided. In Study 2 and Study 3, participants reacted to vignettes that differed with respect to whether performance feedback was provided to team members and to which member decision power was assigned. We found that only assessments of fairness and expectations of success varied as a consequence of the assignment of decision power based on member expertise.