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Legitimizing the Leader: Endorsement by Male Versus Female Authority Figures
Author(s) -
Geis Florence L.,
Brown Virginia,
Wolfe Carolyn
Publication year - 1990
Publication title -
journal of applied social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.822
H-Index - 111
eISSN - 1559-1816
pISSN - 0021-9029
DOI - 10.1111/j.1559-1816.1990.tb00384.x
Subject(s) - legitimation , suspect , competence (human resources) , psychology , social psychology , political science , law , criminology , politics
Subjects viewed a videotaped group discussion by a leader and four other group members and evaluated each of them for leadership competence. The leader, either a man or a woman, was either personally endorsed (“legitimized”) or unendorsed by either a male or a female authority figure. Legitimation raised both leaders' performance evaluations. Legitimation by the female authority affected the leaders' evaluations, overall, as much as legitimation by a male authority. For the male leader, legitimation by the male and female authority figures produced equal impact. However, legitimation by the female authority figure produced significantly greater impact on evaluations of the female leader's performance than the same legitimation by a male authority figure. The data suggest that female authority figures can be effective legitimizers of both sexes, but male authority's endorsements of a female subordinate may be viewed as suspect.