Let's stay in touch: Frequency (but not mode) of interaction between leaders and followers predicts better leadership outcomes.

Successful leadership requires leaders to make their followers aware of expectations regarding the goals to achieve, norms to follow, and task responsibilities to take over. This awareness is often achieved through leader-follower communication. In times of economic globalization and digitalization, however, leader-follower communication has become both more digitalized (virtual, rather than face-to-face) and less frequent, making successful leader-follower-communication more challenging.

When linguistic uncertainty spreads across pieces of information: Remembering facts on the news as speculation.

Modern media enable rapid reporting that does not refer to facts alone but is often interspersed with unconfirmed speculations. Whereas previous research has concentrated primarily on how unconfirmed contents might propagate, potential memory effects of reporting confirmed among speculations have so far been widely disregarded. Across four experiments, we show that the presence of speculative news (indexed by uncertainty cues such as "might") can reduce the remembered certainty of unrelated facts.

How Identification With the Social Environment and With the Government Guide the Use of the Official COVID-19 Contact Tracing App: Three Quantitative Survey Studies.

Background: Official contact tracing apps have been implemented and recommended for use across nations to track and contain the spread of COVID-19. Such apps can be effective if people are willing to use them. Accordingly, many attempts are being made to motivate citizens to make use of the officially recommended apps.

In case of doubt for the speculation? When people falsely remember facts in the news as being uncertain.

Modern media report news remarkably fast, often before the information is confirmed. This general tendency is even more pronounced in times of an increasing demand for information, such as during pressing natural phenomena or the pandemic spreading of diseases. Yet, even if early reports correctly identify their content as speculative (rather than factual), recipients may not adequately consider the preliminary nature of such information.

A matter of flexibility: Changing outgroup attitudes through messages with negations.

Attitudes toward outgroups are an important determinant of peaceful coexistence in diverse societies, but it is difficult to improve them. The current research studies the impact of messages with negations on outgroup attitudes, more specifically on outgroup trust. All studies were preregistered.

Responsible power-holders: when and for what the powerful may assume responsibility.

Being in power means that one's actions impact others' situation. Accordingly, power can be seen as opportunity to 'make things happen', which often leads to selfish behavior among the powerful. Yet, power-holders at times also assume responsibility towards others, treating those with low power with more care.

When those who know do share: Group goals facilitate information sharing, but social power does not undermine it.

Good team decisions require that team members share information with each other. Yet, members often tend to selfishly withhold important information. Does this tendency depend on their power within the team? Power-holders frequently act more selfishly (than the powerless)-accordingly, they might be tempted to withhold information.

The power to adapt: How sense of power predicts number processing.

When people solve numerical tasks, they are able to adapt their responses to characteristics of the task. This suggests that number processing is under cognitive control. Yet, such prior research on cognitive control in numerical cognition largely focused on the role of task stimuli-neglecting the role of predictors that are not directly linked to cognitive and numerical capacities.

The Burden of Power: Construing Power as Responsibility (Rather Than as Opportunity) Alters Threat-Challenge Responses.

Power usually lowers stress responses. In stressful situations, having high (vs. low) power heightens challenge and lowers threat.

Highly identified power-holders feel responsible: The interplay between social identification and social power within groups.

Power relations affect dynamics within groups. Power-holders' decisions not only determine their personal outcomes, but also the outcomes of others in the group that they control. Yet, power-holders often tend to overlook this responsibility to take care of collective interests.

A matter of focus: Power-holders feel more responsible after adopting a cognitive other-focus, rather than a self-focus.

Social power implies responsibility. Yet, power-holders often follow only their own interests and overlook this responsibility. The present research illuminates how a previously adopted cognitive focus guides perceived responsibility when a person receives high (vs.

Physiological threat responses predict number processing.

Being able to adequately process numbers is a key competency in everyday life. Yet, self-reported negative affective responses towards numbers are known to deteriorate numerical performance. Here, we investigated how physiological threat responses predict numerical performance.

Attracted to power: challenge/threat and promotion/prevention focus differentially predict the attractiveness of group power.

Depending on their motivation, individuals prefer different group contexts for social interactions. The present research sought to provide more insight into this relationship. More specifically, we tested how challenge/threat and a promotion/prevention focus predict attraction to groups with high- or low-power.

Better know when (not) to think twice: how social power impacts prefactual thought.

Before approaching situations, individuals frequently imagine "what would happen, if . . .

"While you still think, I already type": experienced social power reduces deliberation during e-mail communication.

E-mail allows individuals to deliberate on their communication before sending it off. For instance, communication partners can easily take their time to ponder how best to frame a request before they actually send a message. Individuals at times strategically exploit this opportunity to deliberate in order to tailor messages to their communication partner, such as when communicating with a relatively more powerful person.