The leader with high cognitive abilities uses multiple dimensions when processing information. These multi-dimensional approach creates a high probability that the leader will match some facet of herself with a facet of another person during interpersonal interactions. This leader is more inclined toward a simulation of information about herself than a leader with lower cognitive ability is. Thus leaders with high cognitive ability show a propensity for receiving feedback. They seek out information about themselves or open the feedback and assimilate this information into knowledge about themselves.