Evaluation of and support for group prototypical leaders: a meta-analysis of twenty years of empirical research

Abstract

The key premise of the social identity theory of leadership, that group prototypical leaders are more favorably evaluated than less prototypical leaders, is supported by twenty years of research. To establish overall how much variance in leader evaluation is attributable to leader prototypicality we conducted a meta-analysis of 35 independent studies (N = 6678). Prototypicality accounted for 24% of variance in leader evaluation. There was a large overall effect (r = .49), which was moderated by research method and type of evaluation. The relationship was stronger in correlational studies (r = .60) than experiments (r = .35), and on measures of leader trust (r = .63) than effectiveness (r = .43). Theoretical implications and future directions are discussed.

Keywords

• meta-analysis
• leadership
• social identity
• social influence
• group processes