Abstract
This article examines the influence an emerging preference (i.e., a leader) has on predecisional information search. We explore two possibilities. First, decision makers may seek information they expect will support their leader ( leader-supporting search). Second, decision makers may seek information about their leader, irrespective of the expected valence of the information ( leader-focused search). Across various studies, product domains and experimental designs, we consistently find that decision makers engage in leader-focused search, not leader-supporting search. We also find that leader-focused search can steer decision makers towards information sources that are less important, less credible, and objectively suboptimal.
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