Second‐Generation Leader Categorization Research: How Subordinates' Self‐ and Typical Leader Perceptions Moderate Leader Categorization Effects

Abstract

Leader categorization theory proposes that the more leaders match their subordinates' cognitive image (prototype) of an ideal leader the easier it is for subordinates to “categorize” them as leaders and consequently follow their leadership. Based on self‐concept research, we extend this perspective and argue that the relationship assumed in leader categorization theory should be stronger when subordinates perceive themselves to represent the ideal leader prototype. Further, this moderating effect should be stronger when subordinates perceive the ideal leader prototype to not only be an abstract ideal category, but one that is generally also met in reality; i.e., when it is met by typical leaders. Findings of a cross‐sectional study with employees in Germany (N = 297) support both predictions.

What do leaders have to live up to? Contrasting the effects of central tendency versus ideal-based leader prototypes in leader categorization processes

“…a leader's match on the Venndiagram and a leader's match against the 31 GLOBE attributes, show positive relationships with constructs such as subordinates' relational identification with the leader (Venn r ¼ 0.36, GLOBE r ¼ 0.30), their affective commitment towards the leader (0.68, 0.61), and their vertical respect for the leader (0.85, 0.72). Moreover, Van Quaquebeke and colleagues were able to confirm these relationships at various other occasions (adding different theoretical extensions that are, however, not central to the present paper, Van Quaquebeke and Van Knippenberg, 2012;Van Quaquebeke et al, 2011a, 2011b.…”

“…Increasingly in this stream of literature, group prototypicality, i.e. embodying who we are, is thus less about being the ‘average Joe’ but rather about being the person group members aspire to be, the ideal (Van Knippenberg, 2012).…”

Do leaders and followers see eye to eye? Exploring patterns of congruent expectations and self-views in leader-follower relationships

“…Specifically, classes of dyads featuring mutual endorsement of identities showed positive indicators high follower-perceived relationship quality, however, when claiming or granting a leader or follower identity is not endorsed by one's dyadic partner, there's no benefit to the LMX relationship, in line with processes proposed by DeRue and Ashford (2010). We also show the importance of leader identities in a working relationship, as two classes of self-other endorsement featured endorsement of the leader identity (Riggs and Porter, 2017; Van Quaquebeke and van Knippenberg, 2012). These results meaningfully advance the work of Riggs and Porter (2017), who discuss the importance of leadership identity construction when determining how ILT congruence impacts leader-follower relationships.…”

“…Here, we suggest endorsement of the leader identity may precede endorsement of the follower identity. Further, we shed new light on research by Van Quaquebeke and van Knippenberg (2012), who discuss the relationship between the self-concept, leader categorization, and identification with the leader, by showing specific patterns of dyadic-level self-other endorsement on the leader identity.…”

The Desired Managerial Leader Behavior: Leader Profile in the Education Sector in Iceland Examined From a Follower-Centric Perspective

“…Leadership is a process of influence, and that is why the effectiveness of leadership is influenced not only by behavior and personal characteristics of the leader but also by the followers' characteristics (Yukl, 2013). The leader prototype is formed in early childhood (Goethals, Sorenson, & Burns, 2004) but changes with experience (Van Quaquebeke & Van Knippenberg, 2012) due to social and cultural events (Epitropaki & Robin, 2004). A leader faces expectations built up by the followers, based on physical features, gender, race, and ethnicity that might influence the prototypes unconsciously existing in followers' minds (Lord & Emrich, 2001).…”