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The impact of leader feedback on efficacy beliefs in risk communication

Boeve, G.J. (2016) The impact of leader feedback on efficacy beliefs in risk communication.

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Abstract:Governments try to protect their citizens from all sorts of risks and calamities by means of risk communication. However people nowadays increasingly search social media for (additional) risk information. This leaves governmental risk communication target of public scrutiny or peer feedback as studied by Verroen et al. (2013). As more leaders (like mayors or police chiefs) join social media they can find themselves part of this process. The focus of this study is the influence that leaders can have over peers and the effect that they can have on the effectiveness of the risk communication. The study was set up as a 2 (Responder: Leader vs Peer) x 2 (Feedbacktype: Opposing vs Supporting) between subjects design, with a control condition. A total of 253 participants were recruited for the study. Results show a significant increase in effectiveness of risk communication when leader feedback is provided. Peer feedback showed a decrease in effectiveness of the risk communication, scoring worse than the control group. No effect was found for the Feedbacktype and no interaction between Responder and Feedbacktype was found. Implications of these findings are discussed.
Item Type:Essay (Master)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:70 social sciences in general, 77 psychology
Programme:Psychology MSc (66604)
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