How Power Dynamics Influence Whether People Believe or Disbelieve Misinformation
The 21st century can be described in two words: information overload. Due to the constant influx, people are overwhelmed with conflicting information, making the spread of misinformation and disinformation a pressing concern. Misinformation, which includes false or misleading information presented as fact, can have far-reaching consequences: it can affect public opinion or reach as far as influencing policymaking on state and federal levels. While much research has focused on individual factors like cognitive abilities and digital literacy in determining one's susceptibility to misinformation, the critical role of power dynamics, particularly as exercised by authoritarian leaders, is shaping consumers' willingness to believe and propagate false information.
Imagine receiving a fake news article from a person of authority in your life—a boss, a parent, a teacher—on social media and subsequently discussing it with them. In this scenario, your reactions are likely to be influenced by the other person’s leadership style and how you respond to that person. If the instigator values your input and encourages critical thinking, you might feel confident in disagreeing with them and explaining why the article is fake. If they are dismissive or patronizing, you might choose to respectfully disagree or agree to disagree without fearing repercussions. However, if that person is authoritarian and disregards your ideas while solely seeking your compliance, you may experience strong social pressure to agree with the fake news, even if you recognize it as false. The fear of negative consequences can make individuals conform to other party’s expectations. It can also cause a forced acquiescence to accept false information as true.
While previous research has primarily emphasized cognitive and motivational mechanisms that influence people's ability to discern reality from fake news, social factors are equally significant contributors to the problem. People often prioritize agreement with influential figures who hold power or awe over them, often at the expense of accuracy (look at Trump supporters and the many examples out of the wider MAGA movement). In such cases, cognitive and motivational factors become less relevant compared to the need to conform and comply with authority figures, leading to the acceptance of misinformation.
Therefore we can surmise that three primary forms of social influence can drive individuals to agree with fake news when wielded by an authoritarian leader: pressures to conform, as stated above; obedience to authority; and the anticipation of real-life negative consequences. In the context of an authoritarian leader who can impose significant consequences, the combined forces of conformity, obedience, and fear of punishment work together to foster agreement with fake news, even when individuals are aware of its inaccuracy.
Leadership styles also play a crucial role in influencing agreement with fake news. An authoritarian leader exercises high control. Paternalistic leaders exercise high, but still tempered control, while autonomous leaders exert low control. Authoritarian leaders have the greatest influence over their subordinates, leading them to agree more readily with fake news. Other leadership characteristics, such as warmth, competence, and transformational leadership, also contribute to the complexity of leadership dynamics—but these are things that are usually conspicuously absent from authoritarian leaders.
Methodology and Results
A study, led by researchers Juan Ospina, Gábor Orosz, and Steven Spencer, recruited participants from four Western democratic countries (Australia, Canada, the United Kingdom, and the United States) who identified their immediate boss as either autonomous, paternalistic, or authoritarian. Participants were then asked to evaluate the accuracy of several fake news articles and their expectations regarding agreeing with their boss when asked about these articles.
The results revealed the significant impact of leadership style on both the accuracy ratings of fake news and the expectation to agree with it. Employees with authoritarian bosses rated fake news articles as more accurate compared to those with autonomous bosses. Furthermore, individuals with authoritarian leaders expressed a stronger willingness to agree with fake news than those with autonomous or paternalistic leaders. The findings held even after controlling for factors like accuracy ratings, perceived competence, transformational leadership, demographics, and political ideology. This suggests that the influence of authoritarian leaders on the belief in fake news is robust and extends beyond individual differences.
The results speak for themselves. Firstly, they challenge the prevailing focus on improving individual cognitive skills and digital literacy as the primary means of combating misinformation. While these skills are valuable, addressing the influence of social factors and conformity pressures is equally crucial. Educational interventions should not only teach individuals how to discern reality from fake news but also equip them with strategies to resist social pressure and conformity, even in the face of authoritarianism.
Furthermore, autonomous leadership styles must be promoted to reduce the likelihood of employees agreeing with fake news due to authoritarian pressure. Efforts should be made to create support systems within workplaces to help individuals resist conformity pressures from powerful leaders.
While this study provides valuable insights, it is inherently limited. Four Western democratic countries are not representative of global populations and the effects of leadership styles may vary across different cultures and contexts. Moreover, the study relies on hypothetical scenarios, and further research is needed to establish causal relationships between leadership styles and belief in misinformation.
There is no doubt though, that this research reveals the significant role of power dynamics in shaping individuals' willingness to believe misinformation. Understanding how leaders influence their subordinates' susceptibility to fake news is crucial for developing effective strategies to combat the spread of misinformation in our increasingly interconnected world. Individuals must resist authoritarianism and the conformity mindset it breeds—which, if the United States is any indication, may be a Herculean task.
