License to Fail? How Leader Group Prototypicality Moderates the Effects of Leader Performance on Perceptions of Leadership Effectiveness
AbstractLeadership often serves as an explanatory category for performance outcomes (i.e., failure and success). This process can strengthen or weaken leadership effectiveness, because contingent on their performance leaders may gain or lose follower endorsement â€“ the basis of leadership. Drawing on the social identity analysis of leadership, we hypothesized that leader group prototypicality and performance information interact to predict followersâ€™ perceptions of leadership effectiveness. Because group prototypical leaders are more trusted by their followers, we hypothesized that group prototypical leaders are evaluated as more effective after failure information than non-prototypical leaders. In contrast, we predicted that both prototypical and non-prototypical leaders should receive similar evaluations of leadership effectiveness after success. We found support for our predictions in a scenario experiment, a cross-sectional field study, and a laboratory experiment.
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Bibliographic InfoPaper provided by Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam. in its series Research Paper with number ERS-2008-066-ORG.
Date of creation: 21 Oct 2008
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effectiviteit; leader performance; trust in leadership; leader prototypicality; leadership effectiveness;
This paper has been announced in the following NEP Reports:
- NEP-ALL-2008-11-04 (All new papers)
- NEP-BEC-2008-11-04 (Business Economics)
- NEP-EXP-2008-11-04 (Experimental Economics)
- NEP-SOC-2008-11-04 (Social Norms & Social Capital)
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