Abstract
There is a large body of research showing that people selectively prefer information that supports their decisions and opinions, and avoid conflicting information (selective information processing). Three studies were conducted to examine how the different leadership styles of supervisors influence subordinates' selective information processing (i.e., the evaluation, seeking, and conveying of ...
Abstract
There is a large body of research showing that people selectively prefer information that supports their decisions and opinions, and avoid conflicting information (selective information processing). Three studies were conducted to examine how the different leadership styles of supervisors influence subordinates' selective information processing (i.e., the evaluation, seeking, and conveying of information). Studies 1 and 2 indicate that students in the role of subordinates who were exposed to transformational supervisors process information in a more balanced way than do those who were led by a transactional supervisor. Study 3 was carried out with professionals and showed that transformational leadership was negatively correlated with selective information seeking and conveying. This finding was mediated by the experience of positive emotions. Transactional leadership, by contrast, was not significantly associated with selective information processing. Theoretical and practical implications are discussed.
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