Evaluations of leadership in preferential and merit-based leader selection situations

Abstract

This study investigated whether information can mitigate the adverse effects associated with preferential selection of a female leader. Groups of subjects were brought together in a laboratory to complete an In-Basket exercise. The perceived method of leader selection (preferential or merit-based) was manipulated. Fifteen minutes into the task, group members were either informed that the leader was performing very well or that the group was performing very well, or they did not receive any performance information. It was hypothesized that a preferentially selected female leader would receive lower ratings by group members on several dimensions of leader performance (e.g., effectiveness, initiating structure and consideration, contribution to the success of the group) and that group members would be less satisfied with the leader under this condition. Moreover, we expected leader-based information to mitigate the adverse effects of preferential selection. Analyses indicated that preferentially-based selection resulted in lower ratings on prototypical leadership characteristics, lower ratings of leader effectiveness, and a tendency to recommend replacing the leader in future tasks. In addition, signifcant feedback effects were found on ratings of leader behavior, ratings of leader effectiveness, and perceptions of the leader's contribution to the group's performance. Moreover, when group members were provided with specific information about leader performance, the adverse effects of preferential selection were minimized. Results, limitations, and future research are discussed.