The information-processing and person
perception literatures imply that
leadership perceptions will be based on both
affective and cognitive
processing strategies. We propose that both affective and cognitive information-processing mechanisms may work at a variety of
levels (individual, dyad, and group) to determine followers’ perceptions of leaders. Although the role of affective processing in leadership perception has been little investigated, it plays a key role in the rapid formation of a general liking (or disliking) that then sets the basis for more elaborate cognitive and affective processing. Especially interesting is the possibility that the development of mutual liking depends not only upon characteristics of individual followers or leaders but also upon dyadic and group-level influences on affective processing. Cognitive processing is also subject to dyad- and group-level effects, as leader characteristics have the potential to cue different prototypes in dyadic relations. Similarly, groups can influence prototype availability, mood, information used, and other determinants of subsequent leadership perceptions.
The study of leadership perceptions from an information-processing perspective has proven useful, but it has generally focused on individual
level phenomena. Here, we argue that the affective and cognitive processes of individual perceivers act in partnership with other, higher-level factors to produce leadership perceptions. We hope to demonstrate that theories of leadership perception may be advanced by combining what is known about levels relationships and our knowledge of information processing to generate multi-level propositions. In so doing, we propose both affective and cognitive information-processing mechanisms that may work at a variety of levels to govern followers’ perceptions of leaders. The first section of this article defines and describes relevant information-processing and levels-of-analysis concepts. We then develop several ideas that integrate levels issues with an understanding of perceiver cognitive processes related to leadership perceptions. Finally, we address selected levels-related theoretical, methodological, and applications issues.In this article, we attempt to illustrate that a careful reflection on what is known about human information processing highlights the need to consider multiple levels of analysis in order to understand how leadership perception occurs. Until now, the leadership perception literature has given greater emphasis to the characteristics of the leader than the follower. Among other contributions, consideration of levels issues in leadership perceptions can be done from a viewpoint that emphasizes the characteristics and perceptions of followers, as has been advocated by other leadership researchers.
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