Recently, advice taking has received attention in decision-making research, and some studies suggest that emotions may play a role in this process. Yet a clear account of how emotions influence advice taking is lacking. The current research introduces a parsimonious explanation by suggesting that such effects can be predicted on the basis of two emotion dimensions: valence (positivity or negativity) and agency (self-focused versus other-focused). In five experiments with different emotion inductions and different measures for advice taking, the effects of positive emotions such as gratitude and pride and of negative emotions such as anger and shame on advice taking were studied. The findings reveal that emotion valence and agency exert an influence on advice taking and that this interaction effect is mediated by the perceived ability of the advisor. Together, these findings provide a unique theoretical and empirical contribution to our understanding of emotions in advice taking.

How do you respond when receiving advice from somebody with the argumentation "my gut tells me so" or "this is what my intuition says"? Most likely, you would find this justification insufficient and disregard the advice. Are there also situations where people do appreciate such intuitive advice and change their opinion accordingly? A growing number of authors write about the power of intuition in solving problems, showing that intuitively made decisions can be of higher quality than decisions based on analytical reasoning. We want to know if decision makers, when receiving advice based on an intuitive cognitive process, also recognize the value of such advice. Is advice justified by intuition necessarily followed to a lesser extent than an advice justified by analysis? Furthermore, what are the important factors influencing the effect of intuitive justification on advice taking? Participants across three studies show that utilization of intuitive advice varies depending on advisor seniority and type of task for which the advice is given. Summarizing, the results suggest that decision makers a priori doubt the value of intuitive advice and only assess it as accurate if other cues in the advice setting corroborate this. Intuitively justified advice is utilized more if it comes from a senior advisor. In decision tasks with experiential products, intuitively justified advice can even have more impact than analytically justified advice.