We are very pleased to share that our new paper on the relationships between leader gender and authentic leadership perceptions is now published in Organizational Behavior and Human Decision Processes.
Building on the connectionist model of leadership perceptions, this research investigates the relationships between leader gender and authentic leadership perceptions from a leadership prototype perspective. In a fivestudy series, we tested different cognitive processing dynamics that influenced leadership perceptions. Study 1 (N=271) demonstrated that female leader targets increased authentic leadership perceptions. Study 2 (N=171) showed this association for each of the four dimensions of authentic leadership. Study 3 (N=100) assessed the relationship between leader gender and authentic leadership perceptions with implicit measures (i.e., the accessibility of female names and female typed hobbies). Study 4 (N=246) extended this processing dynamic to consideration, another communal leadership style. Finally, a lexical decision making task in Study 5 (N=200) indicated that prototype inconsistent leadership styles (initiating structure, autocratic leadership) slowed down automated processing for female leader targets. We discuss contributions to information processing approaches to leadership and practical implications.