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Group Processes & Intergroup Relations, Vol. 11, No. 4, 513-523 (2008)
DOI: 10.1177/1368430208095403

Negative Outgroup Leader Actions Increase Liking for Ingroup Leaders: An Experimental Test of Intergroup Leader-Enhancement Effects

Todd L. Pittinsky

Harvard Kennedy School, todd{at}pittinsky.com

Brian Welle

Harvard Kennedy School

We conducted two studies to examine how information about outgroup leaders' negative actions affect ingroup leader favorability ratings. Study 1 found that people hold more favorable attitudes toward ingroup leaders (i.e. their own nation's leaders) when learning of negative actions of outgroup leaders (i.e. another nation's leaders). Study 2 replicated the finding, examining social identity strength as a moderator of this effect, and found that participants with strong national identification exhibit this intergroup leader-enhancement effect but participants with weak national identification do not. These data extend previous research on liking for leaders and are consistent with predictions derived from social identity theory. The implications of these findings for intergroup relations research and the psychological study of leadership are discussed.

Key Words: leader-enhancement effects • liking


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