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Abstract
Much of the research on negative leader behavior focuses on the antecedents and consequences of said behavior; follower reactions are less understood. The present research explores how social categorization induces followers to support self-serving leaders. Building on social identity theories, we hypothesize that leader prototypicality leads followers to make inferences with respect to how much they expect to benefit (i.e., subjective expected utility) and this impact follower perceptions of the leader’s effectiveness and their willingness to support that leader. The results of two experimental studies and one correlational study support our hypotheses and stresses the importance of follower-centric perspective in understanding self-serving leader behavior.
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