Leader’s morality, prototypicality, and followers’ reactions

Abstract

We examine the effects of moral (vs. competent) leadership on followers' leader evaluations and endorsement. In Study 1 (N=157), followers evaluated a leader more negatively and endorsed them less when they failed on morality than competence. An indirect effect from leader morality to leader evaluation, through perceived group prototypicality emerged, demonstrating the identity-basis of this evaluation. In Studies 2 (N=150), 3 (N=297), and 4 (N=192) participants considered incongruous situations in which the leader failed on morality but succeed on competence, or vice versa. Followers expressed more negative evaluations and less endorsement of an immoral but competent leader than of a moral but incompetent leader, through group prototypicality. In Study 4, we manipulated group prototypicality. A leader considered prototypical of the group received worse evaluations when they behaved immorally, irrespective of their competence. Results contribute to the understanding of leader-followers dynamics