Fr-SYM-2234-2 - Being Younger = Being At Double Jeopardy: The Role Of Leader And Ingroup Prototypicality For Team Leaders

Diversity in work teams
vendredi 19 mai   09:00 AM à 10:00 AM (1 heure)
Teams and workgroups
Diversity in work teams
Being Younger = Being at Double Jeopardy: The Role of Leader and Ingroup Prototypicality for Team Leaders
A. Homan 1,*, S. Schreiber 2, S. Voelpel 3, C. Buengeler 4, S. Gündemir 5, C. Schwieren 2
1University of Amsterdam, Amsterdam, Netherlands, 2Heidelberg University, Heidelberg, 3Jacobs University, Bremen, Germany, 4Amsterdam Business School, University of Amsterdam, Amsterdam, Netherlands, 5Columbia University, New York, United States
Main Abstract Content: Purpose
Using the social identity theory of leadership and implicit leadership theory, we explain why being younger than the team that you lead constitutes a liability. By failing to fit both an ingroup and leadership prototype, younger leaders and their followers should experience less leader legitimacy and perceive higher age salience, resulting in inferior outcomes.
We used archival data (Study 1; N=430 organizational teams), field experiments (Studies 2a-2b; N=215 followers and 235 leaders), and a field study (Study 3; N=280 leaders) in Germany to test the role of leader age relative to the team's age in predicting leader legitimacy, salience of age, and a variety of organizational outcomes.
Results show that younger leaders and their followers reported more salience of age and lower leader legitimacy, which in turn predicted more turnover and absenteeism, lower satisfaction, and less effective leadership behaviors.
It remains to be seen whether our results are applicable to different organizations and diverse national cultures.
Research/Practical Implications
We extend previous research on leader age by integrating and testing two theoretical explanatory accounts addressing leader prototypicality. From a practical perspective, the underlying processes, leader legitimacy and age salience, guide interventions to help younger leaders overcome their double jeopardy.
Despite some previous research on the effects of (younger) leader age, we are the first to present a high-powered and structured analysis of two relevant theoretical frameworks. This is crucial in times of demographic change where leaders are more likely to be confronted with increasingly older teams.


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