EVALUATIONS OF LEADERSHIP IN PREFERENTIAL AND MERIT-BASED LEADER SELECTION SITUATIONS

This study investigated whether information can mitigate the adverse e ffects associated with preferential selection of a female leader. Grou ps of subjects were brought together in a laboratory to complete an In -Basket exercise. The perceived method of leader selection (preferenti al or merit-based) was manipulated. Fifteen minutes into the task, gro up members were either informed that the leader was performing very we ll or that the group was performing very well, or they did not receive any performance information. It was hypothesized that a preferentiall y selected female leader would receive lower ratings by group members on several dimensions of leader performance (e.g., effectiveness, init ialing 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 in dicated that preferentially-based selection resulted in lower ratings on prototypical leadership characteristics, lower ratings of leader ef fectiveness, and a tendency to recommend replacing the leader in futur e tasks. In addition, signifcant feedback effects were found on rating s of leader behavior, ratings of leader effectiveness, and perceptions of the leader's contribution to the group's performance. Moreover, wh en group members were provided with specific information about leader performance, the adverse effects of preferential selection were minimi zed. Results, limitations, and future research are discussed.