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van Quaquebeke, N., & van Knippenberg, D. 2007. Subordinates’ self- and typical leader perceptions moderate leader categorization effects. Paper presented at the 22nd Annual Society of Industrial and Organizational Psychology Conference, NYC, USA.
Abstract: We show (N =297) that the better leaders match their subordinates’ cognitive ideal leader prototypes the more open are these subordinates to leadership. Subordinates’ evaluations of themselves as potential leaders and of typical leaders moderate this effect. Leader categorization effects are consistently found to be stronger under high moderator conditions.
Press abstract:Contemporary theories of leadership take subordinates’ expectations and beliefs about leaders and the leadership process more and more into account. Leaders, for instance, who fail to match their subordinates’ cognitive image of an ideal leader will find it harder to enact leadership, conversely, those leaders who fit the image are not only appointed but also perceived as leaders. Extending this approach, we show that this cognitive benchmarking process plays an even bigger role the more subordinates consider themselves and/or leaders in general to be close to this ideal leader prototype, too. Consequences for leadership efficacy in organizations are discussed.
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