Harvard Business School

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Anxiety, Advice, and the Ability to Discern: Feeling Anxious Motivates Individuals to Seek and Use Advice

(American Psychological Association, 2012) Gino, Francesca; Brooks, Alison; Schweitzer, Maurice E.
Across eight experiments, we describe the influence of anxiety on advice seeking and advice taking. We find that anxious individuals are more likely to seek and rely on advice than are those in a neutral emotional state (Experiment 1), but this pattern of results does not generalize to other negatively-valenced emotions (Experiment 2). The relationships between anxiety and advice seeking and anxiety and advice taking are mediated by self-confidence; anxiety lowers self-confidence, which increases advice seeking and reliance upon advice (Experiment 3). Though anxiety also impairs information processing, impaired information processing does not mediate the relationship between anxiety and advice taking (Experiment 4). Finally, we find that anxious individuals fail to discriminate between good and bad advice (Experiment 5a-c), and between advice from advisors with and without a conflict of interest (Experiment 6).
Power, Competitiveness, and Advice Taking: Why the Powerful Don't Listen

(Elsevier, 2012) Tost, Leigh Plunkett; Gino, Francesca; Larrick, Richard P.
Four experiments test the prediction that feelings of power lead individuals to discount advice received from both experts and novices. Experiment 1 documents a negative relationship between subjective feelings of power and use of advice. Experiments 2 and 3 further show that individuals experiencing neutral and low levels of power weigh advice from experts and experienced advisors more heavily than advice from novices, but individuals experiencing high levels of power discount both novice and expert advice. Experiments 3 and 4 demonstrate that this tendency of individuals experiencing high levels of power to discount advice from experts and novices equally is mediated by feelings of competitiveness (Experiment 3) and confidence (Experiments 3 and 4). Finally, Experiment 4 shows that inducing high power individuals to feel cooperative with their advisors can mitigate this tendency, leading them to weigh expert advice more heavily than advice from novices. Theoretical and practical contributions are discussed.