Similar to Us or Leading Us? The Contingency Effectiveness of Leader Prototypicality

Abstract

Extant research demonstrated some ambiguities in leader prototypicality. This research proposes two views of leader prototypicality, labeled as representative prototypicality and ideal prototypicality. We draw on self-categorization theory and highlight the self-enhancement motivation to examine the contingency effectiveness of the two kinds of leader prototypicality, using group performance as a boundary condition. Specifically, when group performance is low, ideal leader prototypicality is positively associated with leader identification, which increases trust in the leader; when group performance is high, the two kinds of leader prototypicality make no difference in predicting leader identification and trust. The results of two experimental studies consistently supported our hypotheses. In sum, our findings reveal that group members prefer prototypicality which can optimize their self-esteem, and the context plays a key role in this unique leadership process.