Ely, Ibarra, and Kolb (2011) theorize that the leader identity work among women is an area of work wherein subtle gender bias is pervasive and... Show moreEly, Ibarra, and Kolb (2011) theorize that the leader identity work among women is an area of work wherein subtle gender bias is pervasive and impacting women’s advancement in the workplace. Interferences with the leader identity development process not only impact how a woman views herself as a leader, but how others collectively come to endorse her as a leader. Simply observing an individual claiming leadership and having that leadership be granted by someone else is known to influence how an observer classifies an individual as a leader or a non-leader. This study examines how the gender of an individual claiming leadership impacts external perceptions of how leader-like they are to others, when they are granted vs. not granted leadership. To examine this gap, this study uses an experimental vignette methodology to explore the impact of gender on leadership perceptions, during a claiming and granting process. Specifically, this work examines the mediating roles of competence and likability, as potential drivers through which differences may occur. Though women today are evaluated as equally competent as their male counterparts, engaging in dominant, agentic, behaviors, may make them less likable, and rated less leader-like as a result. The results of this study did not find an interaction between gender and granting, on perceived likability. The results did replicate existing findings that claiming leadership is not enough to be relationally recognized as a leader, and that granting from others plays an important role in how competent, and subsequently leader-like, an individual is perceived to be. Show less
