Perceiving others as responsive lessens prejudice: The mediating roles of intellectual humility and attitude ambivalence

Conversational artificial intelligence (AI) can be harnessed to provide supportive parasocial interactions that rival or even exceed social support from human interactions. High-quality listening in human conversations fosters social connection that heals interpersonal wounds and lessens loneliness. While AI can furnish advice, listening involves the speakers’ perceptions of positive intention, a quality that AI can only simulate. Can such deep-seated support be provided by AI? This research examined two previously siloed areas of knowledge: the healing capabilities of human interpersonal listening, and the potential for AI to produce parasocial experiences of connection. Three experiments (N = 668) addressed this question through manipulating conversational AI listening to test effects on perceived listening, psychological needs, and state loneliness. We show that when prompted, AI could provide high-quality listening, characterized by careful attention and a positive environment for self-expression. More so, AI’s high-quality listening was perceived as better than participants’ average human interaction (Studies 1–3). Receiving high-quality listening predicted greater relatedness (Study 3) and autonomy (Studies 2 and 3) need satisfaction after participants discussed rejection (Study 2–3), loneliness (Study 3), and isolating attitudes (Study 3). Despite this, we did not observe downstream lessening of loneliness typically observed in human interactions, even for those who were high in trait loneliness (Study 3). These findings clearly contrast with research on human interactions and hint at the potential power, but also the limits, of AI in replicating supportive human interactions.

Healthcare professionals routinely work under conditions that make high emotional and physical demands. Identifying workplace resources that mitigate burnout and reduce turnover intentions is crucial for maintaining workforce stability during crises. Drawing on the Job Demands-Resources model, this study tested whether (a) healthcare workers who perceive their managers as highquality listeners would report lower turnover intentions, and (b) this protective effect would be especially pronounced among employees experiencing high emotional exhaustion. Methods: A total of 329 Israeli healthcare professionals, including physicians (n = 96), nurses (n = 103), and support staff (n = 130), completed validated measures of managers’ listening quality, emotional exhaustion, social support, negative affect, and turnover intentions during the COVID-19 lockdowns. Results: Managers’ listening quality predicted lower turnover intentions, supporting Hypothesis 1. This effect was significant for employees with high, but not low, emotional exhaustion, supporting Hypothesis 2. Subgroup analyses indicated that associations between managerial listening and turnover intentions were consistent across physicians, nurses, and other staff, with no significant subgroup differences. Conclusion: Managers’ listening quality emerged as a critical relational resource in healthcare settings, particularly under high strain. High-quality listening may help buffer the negative effects of emotional exhaustion and reduce turnover intentions. Practical interventions that enhance managers’ listening skills could therefore serve as a low-cost strategy to support staff well-being and retention during crises. Because this study used a cross-sectional design, causal relationships cannot be inferred, and future longitudinal and intervention studies are needed to confirm the protective role of managerial listening over time. Plain Language Summary: Healthcare workers face intense emotional and physical demands, especially during crises like the COVID-19 pandemic. This can lead to emotional exhaustion and a strong desire to leave their jobs, threatening healthcare systems’ stability. Our study looked at whether the quality of listening by healthcare managers could help reduce these turnover intentions. We surveyed 329 healthcare professionals in Israel, including doctors, nurses, and support staff, during the COVID-19 lockdowns. Participants reported how well they felt their managers listened to them, how emotionally exhausted they were, and whether they intended to leave their jobs. The results showed that when employees felt their managers listened carefully and empathetically, they were less likely to want to quit. This effect was strongest among those who were highly emotionally exhausted. In other words, good listening by managers helped especially those struggling the most. These findings highlight the important role that managers’ listening plays in supporting healthcare staff’s emotional well-being and retention. Listening is more than just a communication skill; it is a relational resource that makes employees feel valued and understood. Improving managers’ listening skills could be a practical, lowcost way to help healthcare workers cope with stress and reduce staff turnover, which is critical during challenging times.