Bibliographic Details
| Title: |
Incumbency and self-uncertainty: when prototypical leaders lose their advantage. |
| Authors: |
Ouyang, Yunzhu1 (AUTHOR) youyang@ualberta.ca, Kincaid, Kathryn M.1 (AUTHOR), Rast III, David E.1 (AUTHOR), Gaffney, Amber M.2 (AUTHOR), Hogg, Michael A.3 (AUTHOR) |
| Source: |
Journal of Social Psychology. 2025, Vol. 165 Issue 2, p189-206. 18p. |
| Subject Terms: |
*Leadership, *Forecasting, Group process, Incumbency (Public officers) |
| Abstract: |
Research on how uncertainty affects the preference for prototypical over non-prototypical leaders has produced mixed results. To understand these discrepancies, two studies explored leader status (prospective versus incumbent) as a potential moderator. Participants reported levels of self-uncertainty (Study 1) or were primed with high versus low self-uncertainty (Study 2) before evaluating a prototypical or non-prototypical leadership candidate who was incumbent or prospective. For incumbent candidates, prototypicality predicted more favorable evaluations under low self-uncertainty, but this relationship was weakened under high self-uncertainty. For prospective candidates, prototypicality predicted more favorable evaluations under high self-uncertainty, but this relationship was weakened under low self-uncertainty. [ABSTRACT FROM AUTHOR] |
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| Database: |
Business Source Complete |
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