Beyond allies and recipients: Exploring observers’ allyship emulation in response to leader allyship

Leader allyship can be an important tool for advancing workplace gender equality; however, its ultimate effectiveness may depend on the reactions of those who witness it. Specifically, male observers can enhance allyship efforts by emulating their leader’s allyship or, conversely, undermine them by decreasing their allyship emulation. Across four studies, we explore why, when, and how ally leaders may encourage rather than discourage such allyship emulation. We find that observers’ identification with the leader drives their allyship emulation. Yet, this identification is contingent on the gender demography of the workgroup, as witnessing leader allyship lowers identification with the leader in male-dominated contexts. Further, how leaders engage in allyship matters for observers’ identification. Performative allyship lowers identification across both gender-balanced and male-dominated contexts, while authentic allyship increases identification and subsequent allyship emulation only in gender-balanced contexts. Finally, leaders can increase allyship emulation through identification in male-dominated workplaces with allyship-related storytelling.