reviewers for their invaluable feedback. We also thank Joshua Waytz for his laboratory

Previous work has shown that individuals agree across cultures on the traits that they infer from faces. Previous work has also shown that inferences from faces can be predictive of important outcomes within cultures. The current research merges these two lines of work. In a series of cross-cultural studies, the authors asked American and Japanese participants to provide naïve inferences of traits from the faces of U.S. political candidates (Studies 1 and 3) and Japanese political candidates (Studies 2 and 4). Perceivers showed high agreement in their ratings of the faces, regardless of culture, and both sets of judgments were predictive of an important ecological outcome (the percentage of votes that each candidate received in the actual election). The traits predicting electoral success differed, however, depending on the targets’ culture. Thus, when American and Japanese participants were asked to provide explicit inferences of how likely each candidate would be to win an election (Studies 3–4), judgments were predictive only for same-culture candidates. Attempts to infer the electoral success for the foreign culture showed evidence of self-projection. Therefore, perceivers can reliably infer predictive information from faces but require knowledge about the target’s culture to make these predictions accurately.

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This paper draws upon the rich literature in anthropology and sociology to understand the phenomenon of globalization and its antithesis, cultural balkanization. It explains that the likely outcome of the dialectical interaction between these processes is a form of hybridization. It then begins to examine the implications of the dynamic relationship between globalization and cultural balkanization for different streams of international business research.

Information Processing and Leadership: A Review and Implications for Application In the current paper, contemporary research that has examined the role of information processing in the context of leadership is reviewed and the implications of this research for application are discussed. Although the vast majority of the leadership literature has focused on external and observable outcomes, such as a leader’s behaviors, the current paper takes an alternative perspective, reviewing literature that has examined leadership from an information processing vantage point. In contemplating the utility of this perspective, consider for a moment the following questions: How does a subordinate decide whether his/her supervisor is a leader? Why does an organizational supervisor punish one subordinate for poor performance but not another? Why does a supervisor utilize a particular behavioral style? As the literature reviewed throughout this paper shall indicate, the answer to each of these questions lies in developing a better understanding of how leaders and subordinates process information. To provide an organizational framework, the present paper is divided into three main sections. In the first portion of this paper, a working definition of leadership and information processing are provided. Next, relevant literature dealing with a leader’s information processing is reviewed, and finally, relevant literature dealing with follower information processing is discussed. Defining Leadership and Information Processing As a starting point, leadership is conceptualized as a social process, one involving both a